Program management for goup1

A Team
IIR - PROGRAM MANAGEMENT
28TH APR – 2ND MAY 2013
COPYRIGHT 2013 - A-TEAM

Agenda
Program vs. Project
Program Governance
Benefits Realization Plan
Questions?

Programme vs. Project
What is a project
 Temporary endeavor of activities to create a unique product or service
What is a programme
 Group of related projects managed to reach the
business benefits of the organization
Project
Product
or
Services
Project 1

outcomes
Project 2

outcomes
Outcomes

Organizational
Strategy
Portfolio
Programme 1
Project 1
Tasks
Project 2
Tasks
Programme 2
Sub
Programme
Project 1
Tasks
Project
Tasks

Topic Project Programme
customers Specific customer Set of customers with different
missions
Involvement of Project &
Programme manager
Work on deliverables with project
team
Work as a facilitator and leader
with project managers and teams
Focus Focus on specific deliverables and
meet the project goals
Requirements, goals, and
business benefits are always
enhanced to meet the cooperate
strategy
Change Assessed against limited set of
deliverables
Assessed against all projects and
ensure it reinforce the strategy
Communication Planning Usually one communication plan Many communication plans for
different stakeholders and
sponsors

Topic Project Programme
Staffing Organization resources / short-
term
Organization resources / Hire staff
/ long term
Risks Related to product of the project Risks might affect the whole
Programme, projects, and
business strategy
Negotiation Usually between the customer
and delivery team
Multiple customers and delivery
teams

Program Governance
Definition
The process of developing, communicating, implementing, monitoring and
assuring the policies, procedures, organizational structures and practices
associated with a given program
-The Standard for Program Management
 A critical success factor during program initiation
 The program steering group is appointed during program initiation along with the program manager
will develop the hierarchy of the Program Governance
 Initial program governance activities and responsibilities will be outlined in the Program Charter

Program Governance
Organizational structures - These may include a program steering committee, a Program
Management Office (PMO), the program organizational model, and the project organizational
model.
Roles -These may include the executive sponsor(s), a steering committee member, the program
director / manager, the PMO manager, and project managers.
Mechanisms - Designed to provide guidance and direction, these may include policies,
governance principles, and decision or authority specifications
Activities - Organisational specific – address strategic alignment, ongoing benefits assessment,
overall financial analysis and deliverable status

Program Governance
During program setup the Governance process and infrastructure is also setup
The Governance activities and plans are identified
The necessary infrastructure in place – (PMO setup)
Organise the program governance mechanism with approval, reporting and escalation procedures
Establish the program control framework for monitoring and measuring the program and metrics for measuring the desired
outcome
Identify other infrastructure requirements for program governance and program control such as facilities and IT plans
As programs progress, they require a linkage mechanism that ensures alignment between business strategy and
direction, and the path to needed outcomes over the life of the program. In other words, this mechanism must
help the program sustain its potential to deliver its promised value. Moreover, other mechanisms must provide
oversight and control during program execution.
They must help managers assess the program's current state and adjust content and direction if necessary. They
should also allow management to refine the definition of success to maintain alignment with evolving business
strategy.

Typical Governance Structure
Program Steering Board
Executive Sponsor
Programme Director
Program
Manager
Project Manager Project Manager Project Manager Project Manager
PMO

Benefits Realization Plan
Who
When
What
Why
Where
The Program Manager is responsible for the delivery of the benefits realization plan
Developed as part of the Program Objective Development
Document that describes the business benefits to be realized from the program
Illustrates how the benefits will be achieved and who is responsible
The business case and the charter will provide significant information as input along
with Sponsors and key stakeholders

Baseline information that is included in the benefits realization plan includes:
 Identification of Benefits
 How it is measured
 Identification of deliverables
 Planned Dates of Deliverables
 Actual Dates of deliverables
 Planned Dates when Benefit Measurement should start with Owner
 Actual Dates when Benefits Measurement should start with Owner

Benefits Map
Obj2
Program
Objectivesbenefit1
Benefits
External behavioral
Change
Behavioral Change
Project 1
Deliverables
Project 2
Project 3
Benefit3 Obj1
Details….
Figures…..
Benefit2
An effective technique that a program manager can use to visualize the component deliverables , the
initial benefits realized and the benefits that result in achieving the program’s objectives
Don’t forget
to revisit at
every
milestone
at the least

Schedule of Benefits Delivery
Year1
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Calculate Benefits
Operational Mode
Dec
OnGoing Benefits
Project 3
Ongoing Realization
Project 2
Project 1
Year2

Best practices
 Setup the right tools, procedures and infrastructure for monitoring benefits
 Revisit the benefits realization plan regularly at milestones at the least
 Ensure alignment of benefits with the strategic goals of the organization
 Include a schedule for benefits delivery with intermediate and ongoing milestone
 Outline who is responsible and accountable for delivery
 Engage the key stakeholders in developing the plan to draw on their experiences

Something to Realize
Benefits do not happen as soon as the project is delivered
Benefits rarely happen according to plan or on budget
Benefit realization must be managed just like any other Project
management process
Some benefits cannot be measured or quantified or it just might not have
a financial value
A program manager is NOT responsible for realizing the benefits but only
responsible for the projects that ultimately help realize the benefits

Questions
What we are not!!!! What we are

Program management for goup1

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