Program management scope management

Julen C Mohanty
Program Management – Scope Management

DISCLAIMERS
Any Views or Opinions or Procedures or Techniques
showcased in this presentation are solely those of the author
and may not necessarily represent those of the Citigroup.
This document is meant for use of SONY or it’s Employees.
Has to be used within SONY or it’s Employees and not to
be forwarded to anyone outside SONY or it’s Employees.

INDEX
 Role Plays
 Assignmen
 Brainstorm
 Case Study
What we will learn today
Program Lifecycle & benefits Management
Program Governance
PROGRAM INITIATION
PROGRAM PLANNING
PROGRAM SCOPE MNAGEMENT
Plan Program Scope
Define Program Goals & Objectives
Develop Program Requirements
Develop Program Architecture
Develop Program Work Breakdown Structure
Manage Program Architecture
MANAGE COMPONENT INTERFACES
Monitor and Control Program Scope

Program Life Cycle and Benefits Management
Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Program Benefits Management
Benefit
Identification
Benefits
Analysis
Benefits
Realization
Benefits
Transition
- Identify Business
benefits
- Qualify Business
Benefits
- Derive & Prioritize
Components
- Define benefits
Matrix
- Monitor
Components
- Maintain benefits
Registered
- Report Benefits
- Consolidate Co-
ordinated benefits
- Transfer the
ongoing benefits
Programs that deliver incremental benefits, the management of these benefits has a
life cycle of its own which runs parallel to that of the program, a relationship
Benefits
Planning
- Establish benefits
Realization plan &
monitoring
- Map Benefits into
program Plan

- Identify Business
benefits
- Qualify Business
Benefits
Benefit
Identification- Identify & Qualify Business benefits
Identifying the business benefits the program will create
The program manager, senior management, and the key stakeholders
must work together to establish the objectives of the program
Identify how the program will meet organizational objectives
Pre-Program
preparation
Benefits
Analysis
- Derive & Prioritize
Components
- Define benefits
Matrix
Program
Initiation
Collect the specific, expected benefits the program is to create for the
performing organization from the program charter, senior management, and
key stakeholders
- Benefit Analysis
Once the benefits have been clearly defined, the program manager works to
prioritize the benefit components for project initiation, goal setting, and
scope creations.
Identify the metrics for success for each of the identified program benefits
This is required as what’s good for the program manager may not be the
same level of good the customer envisions

Benefits
Planning
- Establish benefits
Realization plan &
monitoring
- Map Benefits into
program Plan
Program
Setup- Benefits Planning
The task here is to establish the rules and procedures the program’s projects
will follow in order to create the benefits the program expects.
Create a Benefits Realization Plan to show how the program and its projects
will create the integrated benefits for the program
Establishment of the benefits monitoring processes
Map the benefits into the program management plan. This defines the Critical Success Factor &
also allows programs to move the benefits to the next phase to deliver Incremental Benefits
Delivery of
Program Benefits
Benefits
Realization
- Monitor
Components
- Maintain benefits
Registered
- Report Benefits
Execution of all the projects within the program
- Benefits Realization
Monitor the program components i.e. the projects within the program to
ensure that each project manager is keeping on task, on scope, on budget &
generally on track in order to create the benefits the program expects
Allow corrective and preventive actions to ensure the project managers
create what’s expected of them

Delivery of
Program Benefits
Benefits
Realization
- Monitor
Components
- Maintain benefits
Registered
- Report Benefits
- Benefits Realization
Creates and maintains a benefits register that should contain :
• What the benefit is and its constituent components
• What project components are dependent on or contribute to the
realized benefit
• Time to create the benefits
• Cost to create the benefits
• Risks and issues surrounding the benefit
• Secondary benefits tied to the benefit
• All other relevant benefit information
Program
Closure
Benefits
Transition
- Consolidate Co-
ordinated benefits
- Transfer the
ongoing benefits
Stage when the scope of the program has been met/ the program was cancelled
- Benefits Transition
Moves the realized, documented benefits the projects have created into the
on-going operations of the performing organization
The consolidation of the coordinated benefits

Program Beneﬁts Management – Balanced Score Card
I. Strategic Focus
II. Assessment
III. Change Planning & Implementation
IV. Continuous Improvement
STEP 1 – Define & Commit to Strategy
STEP 2 – Audit Measures
STEP 3 – Develop New Measures
STEP 4 – Apply New Measures
STEP 5 – Analyze & Report
STEP 6 – Implement Improvement Plans
STEP 7 – Track Metrics
STEP 8 – Continuous Improvement &
Revisit Scorecard

Vision &
Strategy
CUSTOMER: To achieve our
vision How should we appear to
our customer
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
INTERNAL BUSINESS PROCESS:
To Satisfy Our Stakeholders What
business process we should have
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
FINANCIAL: To succeed
financially what should we do &
how should we do
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
LEARNING & DEVELOPMENT:
To achieve our vision How should
we sustain our ability to change
& improve
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
Program Beneﬁts Management – Balanced Score Card

Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Program Benefits Management
Program Governance
Programs are often too complex to be managed by a single individual
That’s why appropriate implementation of program governance is critical for a
program to succeed.
Across program life cycle Program governance assists in
- managing risks,
- stakeholders,
- beneﬁts,
- resources, and
- quality.
This is facilitated by the regular and
phase-gate-based oversight of deliverables,
performance, risks, and issues by the program board.
Program governance provides an appropriate organizational structure and the policies
and procedures necessary to support program delivery through formal program
reviews.
G1 G2 G3 G4
Program Governance

Program Governance
• Budget for the program The aggregate costs of the projects and the costs of managing the
program define the cost baseline.
Consider the program governance for each of the following areas:
• Scope of the program The scope of the program defines the benefits of the program.
• Schedule for program benefit realization The timeline of the program defines when the
project’s deliverables may be incorporated into on-going operations.
• Procurement processes Enterprise environmental factors and the rules of the program
governance may affect the procurement processes within the program. Consider step funding and
cash flow forecasting and their impact on procurement in a program and its phases.
• Quality expectations of the program and its projects The satisfied quality measured at
the end of a program phase allows the program to move on to subsequent phases.
• Staffing demands Consider the availability of skilled labour, consultants & subject matter
experts. A resource shortage may affect the schedule, costs, risks & other knowledge areas within
the program.
• Communication challenges Language barriers, time zone differences, regulatory issues, and
stakeholder constraints may affect the phases of a program.
• Risk management Program managers may adjust the phases of a program to account for the
amount of risk exposure the program is leveraging in the project.

Program Life Cycle and Stakeholder Management
Stakeholders can be the individuals that are affected by your program benefits and the deliverables
of your project. Stakeholders can also be organizations such as government agencies and vendors
that may influence your project.
Goal of stakeholder management is to market, sell, and create buy-in from all the stakeholders as
early as possible in the program.
Program director
Program manager
Project managers
Program sponsor
Customer
Program team members
Project team members
Program management office
Program office
Program governance board
Suppliers
Government agencies

Program Initiation
This phase is to develop, in greater detail, how a program can be structured & managed
to deliver the desired outcomes that were identified in the program phases
Identifies the needs supported by a valid business case that lead to a program being
created. This enables the program to be justified and prioritized which prepares the
groundwork for initiating the program
Focuses on the analysis of the available information about
• Organizational strategies
• Business strategies
• Internal influences
• External influences,
• Program drivers,
• The benefits that involved parties expect to realize.
The program is defined in terms of expected results, resources needed & the
complexity for delivering the changes needed to implement new capabilities across the
organization.

• Understanding the strategic benefits of the program,
• Developing a plan to initiate the program,
• Defining the program objectives and their alignment with the organization’s goals
• Developing a high-level business case demonstrating an understanding of the
needs, business benefits, feasibility and justification of the program.
• Agreeing to ”check points” throughout the program, to ensure it is on track.
Activities in this phase includes:
Once the strategic area to be addressed is understood & the stakeholders with whom
communication must be established are identified, then a high-level approach or plan
is developed.
This plan must show that the program manager clearly understands the stimuli that
triggered the program, the program objectives & how the objectives align with the
organization.
All these are analysed and used to produce a program charter. The program charter is
the formal document that consolidates all the available information about the program.
Program Initiation

Justification—Why is the program important and what does it needs to achieve?
Vision—What will the end state look like and how will it benefit the organization?
Strategic fit - What are the key strategic drivers, and the program’s relationship with
organizational strategic objectives and with other on going strategic initiatives?
Outcomes—What are the key program outcomes required to achieve the vision?
Scope—What is included within the program and what is outside the scope?
Benefit strategy—What are the key benefits sought and how are their realization envisioned?
Assumptions and constraints—What are the assumptions, constraints, dependencies & external
factors considered to shape the program?
Components—How are the projects and other program components configured to deliver the
program? This may also include a high-level program plan for all components.
The content of the program charter usually consists of the following sections:
Program Initiation

Risks and issues —What are the initial risks and issues identiﬁed during the preparation of the
program brief?
Time scale—What is the total length of the program, including all key milestone dates?
Resources needed—What are the estimated program cost and resources (staff, training,
accommodation, etc.) needed?
Stakeholder considerations—Who are the identiﬁed stakeholders, who are the most important
stakeholders, and what is their attitude towards the program and what is the initial strategy to
manage them? This should be complemented with a draft of the program communications
management plan.
Program governance—What is the recommended governance structure to manage, control,
and support the program? What are the recommended governance structures to manage and
control projects and other program components, including reporting requirements?
Initial high-level roadmap—What is the high-level roadmap for the program moving forward?
Program Initiation

Once approved, the program charter provides the basis
• to progress to program setup,
• the development of the program’s full business case,
• detailed program plans,
• component charters.
The program charter is the primary document analysed by the strategic governing
board to decide if the delivery of the program is approved.
Typically, the following factors are considered when selecting and approving programs:
• Desired outcomes
• Benefits analysis, which identifies and plans for their realization
• Strategic fi t within the organization’s long-term goals
• Total available resources (i.e., funding, equipment or people)
• Estimated time scale, costs and effort required to set-up, manage and
deliver the program; and
• Risks inherent in this program.
Program Initiation

• Approval from the strategic governing board to proceed to the next program phase (program
setup);
• Program charter or program mandate that documents, for example:
- Vision, key objectives, and success criteria,
- Expected outcomes and benefits,
- Program assumptions and constraints,
- High-level program plan, and
- Known risks and issues
• Identification of suitable business change managers with the ability to influence business change
• Identification of potential members of the sponsoring group or program board;
• Identification of the key decision makers/stakeholders in the program and their expectations and
interests;
• Identification of candidate projects and other potential program components;
• Appointment of the executive sponsor and the program manager;
• Creation of the infrastructure to manage the program; and Identification and commitment of
key resources needed for setting up the program.
The results from this phase of the life cycle are:
Program Initiation

Case Study - 4
Identify the initiation That Rob should do

Case Study - 4
2 Weeks after Robert de Niro joined CSI, he got a PMO to work with him. Rob is a 12 years
experience guy in various fields of IT. He started with been a developer & got in the ladder
very early to become a project manager. He has delivered very successful projects in the
past. He also has executed large scale deliveries very efficiently & effectively. In his previous
company he had been identified as a Platinum Resource, the most indispensable.
Rob know he has to start somewhere & he wanted to know more about the details of the
program that he is going to frame & work ok.
Where should he start from & what all tasks he should do ?

Program management plan development is an iterative process (along with all of the
other planning processes) as
Business goals,
Deliverables,
Benefits,
Time
Cost
are resolved to address
critical factors
Competing priorities,
Assumptions,
Constraints
This set of plans includes the following subsidiary plans are:
 Program roadmap
 Program schedule
 Program governance plan
 Governance metrics & critical success factor
 Benefits realization plan
 Program stakeholder management plan
 Program communications management plan
 Program financial plan
 Contracts management plan
 Scope management plan
 Procurement management plan
 Quality management plan
 Program risk response plan
 Program risk management plan
 Schedule management plan.
Program Planning

1.Program Charter
2.Existing organizational
Work
3.Best Practices Library
4.Program Road Map
1.Program Management
Information System
2.Tolerance
3.Planning Techniques
4.Procurement processes
5.Expert Judgment
6.Program management
Office (PMO)
Input Tools & Techniques Output
1.Program Charter
2.Existing organizational
Work
3.Best Practices Library
4.Program Road Map
Program Planning

Program
Management Plan
Initiate
Program
Existing
Organization
Program Charter
Program Roadmap
Existing Organization Work
Process Library
Develop
Program
Infrastructure
Direct & manage
Program
Execution
Manage
Program
Resources
Monitor &
Control Program
Performance
Manage
Program Issues
Close
Program
Develop
Program
Schedule
Develop
Program
Financial Plan
Estimate
Program Costs
Budget
Program Costs
Monitor &
Close Program
Financials
Manage
program
Interfaces
Manage
program
Architecture
Plan & Establish
Program Governance
Structure
Plan Program
Quality
Manage
Program
Benefits
Plan Program
Risk
Management
Plan Program
Communication
Plan Program
Reporting
Developing Program Plan

The primary outputs of this process are the program scope statement & scope management plan.
Plan Program Scope
The program scope statement is the basis for future program decisions and articulates the
scope boundaries of the program.
The scope management plan identifies how scope will be managed throughout the program.
1. Business Case
2. Program Charter
1. Program Scope Statement
2. Program Scope Management Plan
OutputInput
Define Program Goals and Objectives
Define Program Goals and Objectives is the process for establishing the overall goals and
objectives of the program and ultimately what is to be delivered
1. Program Scope Statement
2. Program Scope Management
Plan
1. Program Scope Statement Updates
2. Benefits Realization Plan
OutputInput

Plan and Establish Program Governance Structure
The Identify Program Stakeholders process addresses the formal identiﬁcation of the
stakeholders in the program and creates the stakeholder register.
The register serves as the primary input for the Plan Program Stakeholder Management
process, as well as for the distribution of program reports and other communications
1. Contracts
2. Requests & Proposals
3. Organizational Chart
4. Program Scope Management
Plan
1. Stakeholder register
2. Program Stakeholder management
plan Update
3. Stakeholder Management Strategy
OutputInput
Develop Program Infrastructure
The Develop Program Infrastructure process helps the program manager deﬁne and establish
the organizational structure in which work will occur, along with the technical infrastructure to
support that work

The Develop Program Requirements process facilitates the development & formal identification
of the program requirements and specifications to deliver the program goals & objectives
The Develop Program Architecture process defines the structure of the program components
and identifies the interrelationships between all the program components
The Develop Program Work Breakdown Structure (PWBS) process produces a PWBS that
communicates from the program-level perspective a clear understanding and statement of the
technical objectives and the end item(s) or end product(s), service(s), or result(s) of the work to
be performed
Develop Program WBS
Develop Program Financial Plan
The Develop Program Financial Plan process facilitates the development & management of the
program budget and the payment schedules of the components

Plan Program Risk Management
The Plan Program Risk Management process determines how to approach, plan, and
analyse risk management activities for a program, including risks identiﬁed in the individual
program components.
It includes strategies, tools, methods, reviews and re-assessment processes, metrics
gathering, standard assessment parameters, and reporting requirements to be used by each
project in the program
The Estimate Program Costs process aggregates all costs at the program level into a program
cost.
Estimate Program Costs
It includes all program activities, project activities, and non-project activities related to the program.
The estimates are made by the program team for the entire program or combined based on
individual estimates of projects and work packages.
The program cost estimates are presented to the decision makers for approval and further
funding

These plans include and address:
• Plans for procurement of facilities, goods, services, and other external resources needed
to accomplish the program, and to manage contractual vehicles for procurement
• Organization of the program
• Program work breakdown structure that formalizes the program scope in terms of
deliverables the work needed to produce those deliverables/ benefits via the components
• All aspects of scope, technology, risks, and costs
• Program schedule that establishes the timeline for program milestones and deliverables
• Program budget that defines the monetary plan for the program in terms of outlays of
funds over the
• Program life cycle and the purposes to which those funds will be applied
• Means by which the required quality of the program deliverables will be assured
• Plans for defining metrics and systems to track benefit realization and sustainability
• Communications with stakeholders both internal and external to the program
• Approach and methodology used to manage risks associated with the program
• Procurement management plan created during the first iteration of the procurement
planning process and then updated as needed in subsequent iterations of the conduct
procurement process
• Interrelationships between projects and non-project tasks within the program, between
the program and its projects or with factors external to the program.

PROGRAM SCOPE MANAGEMENT
Program Scope Management identiﬁes
- The deliverables,
- Estimates the major risks,
- Establishes the relationship between product scope and program scope
This is done while setting standards for clear achievable objectives
Program Scope Management
Plan Program
Scope
Define Program
Goals & Objectives
Define Program
Requirements
Define Program
Architecture
Define Program
Work Breakdowns
Manage Program
Architecture
Manage Component
Interfaces
Monitor & Control
Program Scope

PLAN PROGRAM SCOPE
1. Inputs
• Business Case
• Program Charter
2. Tools & Techniques
• Expert judgment
• Program Management
Information System
3. Outputs
• Program Scope Statement
• Program Scope
Management Plan
This is the process of identifying and developing activities to
produce deliverables and benefits that meet the program goals
and objectives.
Elements Considered are:
Stakeholder analysis
Defining acceptance criteria,
Defining and prioritizing stakeholder requirements
Developing the scope description
Defining the scope boundaries
Defining stakeholder acceptance criteria.
Initiate
Program
Plan Program
Scope
Define Program
Goals & Objectives
Develop Program
management plan
Business Case
Program Charter
Program Management Plan
Program Scope Management Plan
Program Scope Statement
Plan Program Scope

PLAN PROGRAM SCOPE
1. Inputs
• Business Case
• Program Charter
• Expert judgment
Information System
3. Outputs
• Program Scope
Management Plan
INPUTS
The business case establishes the authority, intent, and philosophy of
the business need. This document provides direction for structure,
guiding principles, and organization.
Business Case
Program Charter
The program charter is a high-level document developed by the program
manager and the program team to assist in documenting and capturing
the framework of the overall program. This document is source of high-
level information that can assist in charting the program direction,
developing program deliverables, and developing schedule requirements.
TOOLS & TECHNIQUES
Expert judgment comprises the decisions, opinions and estimates made by individuals possessing
skills, knowledge, understanding, and experience in a particular ﬁeld, endeavour or occupation
and are recognized by their peers as being knowledgeable. Could be available from:
Expert Judgment
 Other units within the organization
 Project managers
 Consultants
 Stakeholders, including customers or sponsors
 Professional and technical associations

PLAN PROGRAM SCOPE
1. Inputs
• Business Case
• Program Charter
• Expert judgment
Information System
3. Outputs
• Program Scope
Management Plan
TOOLS & TECHNIQUES
Program Management Information Systems
Program management information systems collect and manage
schedules
costs
earned value data
risk information
changes in component status
issues, and other information
needed to manage and control the program. Provide methods by which internal consistency can
be observed & program metrics collected, monitored, and controlled.
o Software tools
o Document repository and document version control system
o Change management system
o Risk database and analysis tools
o Financial management systems
o Earned value management processes and tools
o Requirements management processes and tools
o Other tools and processes as required
A program management information system provides a technology-based method of capturing
and managing all program related data and information.

PLAN PROGRAM SCOPE
1. Inputs
• Business Case
• Program Charter
• Expert judgment
Information System
3. Outputs
• Program Scope
Management Plan
OUTPUTS
The program scope statement describes the scope, limitations,
expectations, and the business impact of the program as well as a
description of each project and its resources The scope statement should
address the following topics:
- Organizational needs and requirements,
- Initial, high-level product requirements
- Vision of the solution
- Assumptions and constraints
The program scope management plan is a subsidiary element of the overall program plan.
It should include an assessment of the expected stability of the program scope.
The plan describes how scope changes will be identiﬁed and classiﬁed, how scope will be
managed and how scope changes will be integrated into the overall program.

DEFINE PROGRAM GOALS &
OBJECTIVES
1. Inputs
• Program Scope
Management Plan
• Expert judgment
• Interviewing
• Focus Group
• Customer Acceptance
Review
3. Outputs
Updated
• Benefits Realization Plan
This is the process for establishing the overall goals and objectives of the program and
ultimately what is to be delivered.
Define Program Goals & Objectives
This is accomplished by understanding and identifying the program scope statement,
identifying the scope management plan & implementing expectations.
Define Program Goals
& Objectives
Plan Program
Scope
Develop Program
Management Plan
Program Scope
Management Plan
Program
Management Plan
Develop Program
Requirements
Program Scope
Management Updates
Develop Program
Schedule
Develop Program
Financial Plan
Plan Program
Quality
Manage Program
Issues
Manage Program
Risk Management
Manage Program
Procurement
Plan Program
Communications
The objectives of this section are to:
- Identify the broad outcomes that are expected of the program
- Clarify what is to be accomplished
- Communicate planned outcomes to all stakeholders.

OBJECTIVES
1. Inputs
• Program Scope
Management Plan
• Expert judgment
• Interviewing
• Focus Group
Review
3. Outputs
Updated
INPUTS
It addresses the vision, range, capacity, and extent of the program
endeavour. At the start of the program, the program manager ensures
that the context and framework of the program endeavour is properly
deﬁned and assessed.
The intent of this document is to ensure that each stakeholder shares a
common understand of the nature, purpose and needs which must be
addressed by the program.
The program scope statement addresses:
 Business requirements
 Vision of the solution
 Scope and limitations
 Program business context
 Potential risks
 Criteria for success
 Program boundaries
 Program beneﬁts
 Program deliverables
Check Previous Slides

OBJECTIVES
1. Inputs
• Program Scope
Management Plan
• Expert judgment
• Interviewing
• Focus Group
Review
3. Outputs
Updated
TOOLS & TECHNIQUES
Expert Judgment
Interviewing
The program’s goals and objectives can be compiled & assessed by
interviewing participants who are familiar with the program and/or the
interactive projects associated with the program.
Focus Groups
A focus group is a group of individuals assembled to address specific
questions about their attitude towards a product, service, or concept.
Questions are asked in an interactive group setting where participants
are free to talk with other group members. Focus groups may solve
problems and/ or find solutions to the case.
Customer Acceptance Reviews
Goals and objectives may be enhanced and fi ne tuned by conducting customer acceptance reviews.
Obtaining customer acceptance for each deliverable can mitigate customer dissatisfaction by:
- Identifying customer acceptance issues early in the project
- Improving deliverables to meet a customer’s requirements
- Maximizing customer confidence in the delivery of the project
- Keeping customers happy increases the chances of success.

OBJECTIVES
1. Inputs
• Program Scope
Management Plan
• Expert judgment
• Interviewing
• Focus Group
Review
3. Outputs
Updated
OUTPUT
Program Scope Statement Updates
The program scope statement should be updated to include any
approved change requests resulting from the Develop Program. Updates
should be formally recorded using a configuration management system.
The revision history should be well documented and listed in the
document’s revision history log or version control log.
Benefits Realization Plan
The benefits realization plan identifies the business benefits & documents
the plan for realizing the benefits. This enables the team to monitor the
agreed upon benefits through to the conclusion of the program.
This benefit plan is generated in much the same way as other documents
— through interviewing, brainstorming, and review sessions
The benefits realization plan should :
- Ensure that all stages of the program are managed in a way that will satisfy the
utilization of the program’s outputs,
- Link the outputs to the planned program outcomes
- Assess the program’s outputs
- Perform corrective action if required
- Ensure the planned program outcomes are achieved prior to formal program closure.

DEVELOP PROGRAM
REQUIREMENTS
1. Inputs
• Change Requests
• Business Case
• Program Road Map
• Requirement Gathering
• Requirement Analysis
• Design Review
• Brainstorming
• Expert Judgment
• Requirements Validation &
Verification
3. Outputs
• Program Requirements
Document
• Component Requirements
Document
This process is for development and formal identification of the program
requirements and specifications to deliver the program goals and objectives.
A considerable amount of detail is needed at the program level to ensure
that all internal components and external entities are adequately addressed.
The performing organization must have a robust process for managing
requirements including high-level requirements covering the business,
customer, industry, and other program enterprise-related areas.
Develop Program
Requirements
Define Program
Goals & Objectives
Develop Program
Architecture
Benefit Realization Plan
Program Scope
Statement Update
Program Requirements Document
Component Requirements
Document
The objective of this section is to develop and identify requirements and
specifications that will lead to the successful implementation of the program.

DEVELOP PROGRAM
REQUIREMENTS
1. Inputs
• Change Requests
• Business Case
• Design Review
• Brainstorming
• Expert Judgment
Verification
3. Outputs
Document
Document
INPUTS
Change Requests
Change requests may arise from components, program level and non-
project activities or factors external to the program.
Business Case
A business case is developed to assess the program’s cost/benefit
justification. The business case may be basic and high-level or detailed and
comprehensive. Implied or explicit in its content is the justification for the
effort required to perform the Initiate Program process. The business
case, if provided, includes key parameters used to assess the objectives
and constraints for the intended program.
The business case may include the following parameters among others,
• Financial analysis
• Benefits
• Market demand and/or barriers
• Potential profits
• Technical risk assessments
• Time to market data
• Constraints
• The extent to which the program satisfies the organization’s strategic objectives

DEVELOP PROGRAM
REQUIREMENTS
1. Inputs
• Change Requests
• Business Case
• Design Review
• Brainstorming
• Expert Judgment
Verification
3. Outputs
Document
Document
Program Roadmap
The program roadmap is a chronological representation of a program’s
intended direction. It depicts
• key dependencies between major milestones,
• communicates the linkage between the business strategy & the
planned and prioritized work,
• reveals and explains gaps
• provides a high level view of key milestones and decision points.
TOOLS & TECHNIQUES
Requirements Gathering
This is the process of collecting the requirements from the various
sources: stakeholders, architects, existing documentation, process
analysis, or other sources. Methods of gathering requirements include,
but are not limited to, the following:
• Interviews
• Focus Groups
• Questionnaires & Survey
Requirements Analysis
The requirements analysis process takes the requirements that have been gathered, ensures they
are thorough, consistent, and complete, and begins the process of decomposing the top-level
requirements into more detailed requirements

DEVELOP PROGRAM
REQUIREMENTS
1. Inputs
• Change Requests
• Business Case
• Design Review
• Brainstorming
• Expert Judgment
Verification
3. Outputs
Document
Document
Design Reviews
Review of the design shows the actual path for the program is been
followed or NO.
Brainstorming
Brainstorming is a general management technique used to stimulate the
thought process and thinking surrounding program requirements.
Through brainstorming, the team obtains a comprehension of the
requirements and strives to identify the requirements that might affect
the outcome of the program.
During a brainstorming session, ideas are discussed, shared, and recorded.
Afterwards, those ideas are analysed as they pertain to the subject at
hand.
Expert Judgment
Check previous Slides

DEVELOP PROGRAM
REQUIREMENTS
1. Inputs
• Change Requests
• Business Case
• Design Review
• Brainstorming
• Expert Judgment
Verification
3. Outputs
Document
Document
Once the initial requirements are gathered & decomposed to a sufficient
level of detail, the program undertakes an on-going process of validating
that the requirements are accurate and complete.
Requirements Validation and Verification
As the program develops into the later stages of development and
construction, the products being produced must be verified against the
requirements to ensure that they satisfy the requested requirements.
As the program evolves and changes occur, the requirements must be
continually reassessed for impacts.
This verification process can entail testing, at both a detailed and at a
systems level, inspection, analysis, or other methods of ensuring that the
requirements have been met.
Component Requirements Documents
The program requirements document describes the high-level requirements that will deliver the
program benefits. It details a range of topics including the business, the environment, and technical
and legal issues.
OUTPUT
Requirements are decomposed in increasing levels of detail until they are sufficiently detailed
that they can be written into contracts that are provided to the component-level contractors.

DEVELOP PROGRAM
ARCHITECTURE
1. Inputs
Document
• Technical Knowledge
3. Outputs
• Program Architecture
Baseline
This is the process of defining the structure of the programs components
and identifies the interrelationships between all of the program
components.
Care should be taken to ensure that the scope of each project in the program
is consistent with the program architecture.
• Define the structure of the program’s or systems’ components
• Identify the interrelationships among the components
• Establish a set of rules that govern the interaction and evolution of the program or system.
Develop Program
Architecture
Develop Program
Requirements
Monitor & Control
Program Performance
Program Requirements Documents
Program Performance Reports
Develop Program
WBS
Program Architecture Baseline

DEVELOP PROGRAM
ARCHITECTURE
1. Inputs
Document
• Technical Knowledge
3. Outputs
Baseline
INPUTS
Check previous Slides
TOOLS & TECHNIQUES
Technical Knowledge
Architects skilled and experienced in developing solutions that satisfy
the requirements are the core of the work done during this process. The
optimal solution architectures are designed by designers/ Architects
OUTPUT
The program architecture baseline is the set of program components, which outlines their
characteristics, capabilities, deliverables, timing, and external interfaces. It also describes how
the components contribute to the speciﬁed program beneﬁts.

DEVELOP PROGRAM
WORK BREAKDOWN
1. Inputs
Baseline
Document
Document
• Expert Judgment
• Work Breakdown Structure
Templates
• Management Planning
process
• Task Responsibility Matrix
• System Configuration tools
3. Outputs
• Program WBS
Matrix
This is the process for subdividing the program into its constituent parts
(components, deliverables, and activities). It provides a deliverable
orientated hierarchical decomposition of the work to be executed and
accomplished by each component of the program.
Develop Program Work Breakdown Structure
It is the process of subdividing the major program deliverables, project
activities, and implementation phases of the program
It is an essential tool for building realistic schedules, developing cost
estimates and organizing work. In addition, it is critical for program or
project reporting, tracking, and controlling.
A PWBS is a deliverable-oriented hierarchical decomposition encompassing
the total scope of the program and it includes the deliverables to be produced
by the constituent components.
The PWBS components at the lowest level are called program packages
The PWBS does not replace the WBS required of each project within the program. Instead, it is used
to - Clarify the scope of the program,
- Help identify logical groupings of work for components,
- Identify the interface with operations or products
- Clarify the program’s conclusion.
It is also the place to capture all non-project work within the program.

DEVELOP PROGRAM
WORK BREAKDOWN
1. Inputs
Baseline
Document
Document
• Expert Judgment
Templates
process
3. Outputs
• Program WBS
Matrix
• Identify and define specific work tasks that are assigned to each PWBS
element
• Define the solution to the problem in terms of a product
• Provide the complete definition of the work to be performed.
Develop
Program WBS
Develop program
Architecture
Develop program
Requirements
Develop program
Management Plan
Program Architecture
Baseline
Program Requirements
Document
Component Requirements
Document
Program Management
Plan
Develop program
Schedule
Develop program
Financial Plan
Program WBS

DEVELOP PROGRAM
WORK BREAKDOWN
1. Inputs
Baseline
Document
Document
• Expert Judgment
Templates
process
3. Outputs
• Program WBS
Matrix
INPUTS
The program architecture is the starting point for developing the WBS as
it contains the necessary elements. Large, complex projects are
organized and understood by breaking them into progressively smaller
pieces until they are a collection of deﬁned “work packages” that may be
further broken down into tasks.
Component Requirements Documents
TOOLS & TECHNIQUES
Expert Judgment
Work Breakdown Structure Templates
Work breakdown structure template should be used based on company standards
OR company Needs

DEVELOP PROGRAM
WORK BREAKDOWN
1. Inputs
Baseline
Document
Document
• Expert Judgment
Templates
process
3. Outputs
• Program WBS
Matrix
Management Planning Process
The management planning process provides the analysis and design effort
to map out how the goals and objectives of the program will be achieved.
During the planning process, various options for managing the program
are developed and assessed.
In choosing the most appropriate option, the intent is to reach a balance
between program deliverables and business objectives.
This process ensures that the program plans are fully considered, well-
focused, resilient, practical and cost-effective.
Task Responsibility Matrix
The task responsibility matrix is a tool to help document and
communicate the roles and level of involvement each team member
and/or different functional groups will exercise in the ownership of
speciﬁc tasks.
RASCI Matrix is one of the tools that’s mostly used

DEVELOP PROGRAM
WORK BREAKDOWN
1. Inputs
Baseline
Document
Document
• Expert Judgment
Templates
process
3. Outputs
• Program WBS
Matrix
System Configuration Tools
System configuration tools provide consistent documentation of
product versions for use throughout the program.
These tools help to provide change control for design documents,
scope, requirements OR other artifact of items that will be modified
during the life of the program
OUTPUTS
Program WBS
The program work breakdown structure (PWBS) provides deliverable-
oriented hierarchical decomposition of the work to be executed and
accomplished by each project of the program.
It depicts the program’s statement of work.
The WBS outlines the program’s scope baseline, which is necessary for
achieving the technical objectives of the work described.
Work Breakdown Structure Matrix
The program or project work breakdown structure matrix is a deliverable or product-oriented
grouping of project work elements depicted graphically to organize and subdivide the total work
scope of a project.

MANAGE PROGRAM
ARCHITECTURE
1. Inputs
Baseline
• Program Management Plan
• Change Requests
• Expert Judgment
• Change Request Analysis
3. Outputs
baseline updates
• Approved Change Requests
Updates
This is the process for managing the relationships between all of the
program components to ensure the program architecture remains
up to date.
Manage Program Architecture
It ensures the relationships among the program’s elements are well
structured and adhere to the set of governing rules as deﬁned in the
program architecture
Manage Program
Architecture
Develop Program
Architecture
Develop Program
Management Plan
Manage Program
Interfaces
Change Requests
Update
Approved Change Requests
Program Management
Plan Updates

MANAGE PROGRAM
ARCHITECTURE
1. Inputs
Baseline
• Change Requests
• Expert Judgment
• Change Request Analysis
3. Outputs
baseline updates
Updates
Change Requests
INPUTS
TOOLS & TECHNIQUES
Expert Judgment
Change Impact Analysis
Architectural change analysis analyses the integrity and inﬂuence the
impacts have on the architectural elements and its components outlined
in the program architecture document, which supports the overall
program management plan.
OUTPUTS
Program Architecture Baseline Updates
Program Management Plan Updates
Approved change requests are incorporated into the program plan and associated components,
or rejected if the change would be detrimental to the program goals and objectives.
Formal governance processes surround the change request processes to support consistent
decision making.

Plan Program
Stakeholder
Management
MANAGE COMPONENT
INTERFACES
1. Inputs
• Program Architecture Baseline
• Change Requests
• Communications Management
Plan
• Component Stakeholder
Management Guidelines
• Expert Judgment
• Communication Methods
• Review Meetings
• Conflict Management
3. Outputs
Updates
• Program Communications
Management Plan Updates
This is the process for maintaining the adherence of program
delivery and its constituent parts and managing interrelationships
between the program components.
Program management interfaces with both operational and
projects activities as well as those distinctive work components,
which are part of the program overall scope
Manage Component
Interfaces
Develop Program
Architecture
Develop Program
Management Plan
Plan & Manage
Program Execution
Component Stakeholder
Change Requests
Program Management
Plan Update
MANAGE COMPONENT INTERFACES

MANAGE COMPONENT
INTERFACES
1. Inputs
• Change Requests
Plan
• Expert Judgment
• Review Meetings
3. Outputs
Updates
INPUTS
Change Requests
Proposed changes must go through a formal change request process
for an analysis of the impact to scope, schedule, cost, and risk to both
the overall program and to any components within the program.
Change requests are addressed through the change control process.
They are considered by the appropriate authority in the program
management team and approved, rejected or modiﬁed for further
consideration.
Program Communications Management Plan
Component Stakeholder Management Guidelines
The program communications management plan outlines:
• Stakeholder communication requirements
• Information to be communicated, including format, content, and
level of detail
• Person responsible for communicating the information
The guidelines for project-level stakeholder management should be provided to the individual
projects or groups of projects under the program.

MANAGE COMPONENT
INTERFACES
1. Inputs
• Change Requests
Plan
• Expert Judgment
• Review Meetings
3. Outputs
Updates
TOOLS & TECHNIQUES
Expert Judgment
Review Meetings
Communication Methods
The methodologies used to transfer information among program
stakeholders can vary significantly.
Communications factors that can affect the program include:
- Urgent need for information
- Expected program staffing
- Program environment.
Conflict Management
The program manager’s conflict management approach defines how
conflicts among program stakeholders will be managed and defines
escalation paths.
OUTPUT
Program Communications Management Plan Updates

MONITOR & CONTROL
PROGRAM SCOPE
1. Inputs
• Component Transition Request
• Governance plan
• Expert Judgment
• Review Meetings
• Decision Making
• Audits
Information Systems
3. Outputs
• Program Requirements Updates
Updates
Updates
• Program Documentary
Repository Updates
This is the process for ensuring the program’s scope is controlled
to meet the agreed-upon goals and realize the agreed program
objectives and benefits identified in the program charter.
Monitor and Control Program Scope
Because of the size, complexity, and duration of many programs,
it is critical to manage the scope as the program develops in
order to ensure successful completion.
Scope changes :
• may originate from stakeholders,
• from components within the program
• from previously unidentified requirements
• architecture issues
• from external sources
Change control process on a program is often hierarchical
If the program CCB identifies an impact to a component, the
change is sent to the component-level CCB for a more detailed
impact analysis.

MONITOR & CONTROL
PROGRAM SCOPE
1. Inputs
• Governance plan
• Expert Judgment
• Review Meetings
• Decision Making
• Audits
Information Systems
3. Outputs
Updates
Updates
Repository Updates
Monitor & Control
Program Scope
Develop Program
Architecture
Develop Program
Requirements
Plan & establish
Program Governance
Structure
Direct & Manage
Program Executions
Plan Program Risk
Responses
Governance Plan
Program Risk
Registers Updates
Approved Management
Plan Updates
Program Scope
Statement Updates
INPUTS
Component Transition Request
The component closure decision is recommended to the program
manager who makes the decision based on input from the
Governance function.

MONITOR & CONTROL
PROGRAM SCOPE
1. Inputs
• Governance plan
• Expert Judgment
• Review Meetings
• Decision Making
• Audits
Information Systems
3. Outputs
Updates
Updates
Repository Updates
TOOLS & TECHNIQUES
Expert Judgment
Review Meetings
Audits
Periodic check OR Inspection is required to know if the designed
process is in place & working effectively.
Program Management Information Systems
OUTPUTS
Program Requirements Updates
Program Scope Statement Updates
Program Document Repository Updates

Case Study - 5
Identify the Scope Management Techniques that Rob
should execute for getting the details of the program.

Case Study - 4
After doing the Initiation process Rob found that they have resources for functional
knowledge, they have proper OK kind of technical people (whom if given training on new
technologies can do wonderful job). But he found that CSI don’t have proper IT-infra for
executing this problem.
That’s not all, he also found that as CSI is almost new to the Program/ Project environment
no proper guidelines been defined. There are to templates to be followed, there are no
existing process asset library, which he could have used to get the execution of project done
in proper way.
Rob didn’t have idea what to do, though he knew the initiative & what’s expected out of it &
him, he didn’t have idea what he should execute.
You are Rob’s friend. Rob wants you to guide him what should he do now??

Thank You
julenmohanty@gmail.com
www.twitter.com/julenmohanty
julenmohanty
www.linkedin.com/in/julenmohanty

Program management scope management

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (8)

Similaire à Program management scope management

Similaire à Program management scope management (20)

Plus de Julen Mohanty

Plus de Julen Mohanty (8)

Dernier

Dernier (20)

Program management scope management