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© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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The Standard for Program Management
Presented May 16, 2007
By
Garry Flemings, PMP
Lorraine Henry, PMP
Renée Wickes, PMP, MBA
For
PMI® Heartland Chapter
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Overview
• Historical context
• The Structure of Program Management
• Introduction to Program Management
• The Program Management Life Cycle
• Program Management Processes
• Applying Program Management
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Context
• 1969, Project Management Institute forms– Today, PMI “with more than 200,000 members in over
150 countries, is the world’s foremost advocate for the project management profession. A vital and forward-thinking organization, PMI is comprised of 247 chartered chapters …” (www.PMI.org, Mar 4, 2007)
• 1987, A Guide to the Project Management Body of Knowledge first published– updated in 1996 and 2004– now approved as an American National Standard
(ANS) by the American National Standards Institute (ANSI)
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Context (cont’d)
• 2003, Organizational Project Management Maturity Model published: helps organizations assess strengths and weaknesses
• 2006, The Standard for Portfolio Management published
• 2006, The Standard for Program Management published
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Standard
• Definition: “something considered by an authority or by general consent as a basis of comparison; an approved model” The Random House College Dictionary
• For the standards in this discussion, the authority is PMI.
• These standards are approved models for your company to use in designing your processes.– Good: “We based our company’s processes on PMI
standards.”– Less meaningful: “Our company uses PMI
processes.”
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Portfolios, Programs, and Projects
• Program Management, p 9
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Project Management
• Definition, project: “A project is a temporary endeavor undertaken to create a unique product, service, or result.” PMBOK® Guide, p 5
• Definition, project management: “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” PMBOK® Guide, p 8
• PMP, Project Management Professional: “the profession’s most globally recognized and respected credential” www.PMI.org, Mar 4, 2007
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Management
• Program: “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” Program Management, p 4
• Program management: “the centralized management of a program to achieve the program’s strategic benefits and objectives.” Program Management, p 4
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Portfolio Management
• Portfolio: “a collection of components (i.e., projects, programs, portfolios, and other work such as maintenance and ongoing operations) that are grouped together” Program Management, p 5
You cannot not do portfolio management. You’re doing it!
• “A portfolio always exists within an organization and it is comprised of a set of current initiatives.” Program Management, p 6
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Structure of Program Management
• Chapter 1: Introduction– Defines “program” and “program
management”– Relates program management to portfolio
management, to project management, and to organizational planning
– Introduces themes of program management• Benefits management• Program stakeholder management• Program governance
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Structure (cont’d)
• Chapter 2: Program Life Cycle and Organization– Introduces a life cycle model of program
management– Relates the themes from Chapter 1 to all parts
of the life cycle– Discusses the phases of the life cycle in more
detail
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Structure (cont’d)
• Chapter 3: Program Management Processes– Breaks the phases of the model into 36
processes.• Similar: the PMBOK® Guide breaks project
management into 44 processes.
– Discusses each process in some detail.• We won’t cover them in this 75 minute period. We
will cover the phases.
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Part 2 - Program Life CyclePart 3 – Program Processes• Program Life Cycle
– Program Governance– Program Benefits– Program Stakeholder Management
• Program Processes– Initiating– Planning– Executing– Controlling– Closing
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Life Cycle
1. Pre-Program Set up
2. Program Setup
3. Establishing a Program Mgmt &
Technology Infrastructure
4. Deliver Incremental
Benefits
5. Closing the
Program
G = Gating Review
G5G3G1 G4G2
Stakeholder Identification
Identify Internal & External
Stakeholders
Mandate
Identify Key Interests
Governance Initiation
Establish program
Develop Charter & Business Case
Secure Program Selection
Follow Project Selection Process
Benefits Identification
Identify & Quantify Business Benefits
Initiating Processes ID common benefits & dependencies ID benefits for each project/program ID resources ID project/program schedule Create program charter
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Life Cycle
1. Pre-Program Set up
2. Program Setup
3. Establishing a Program Mgmt &
Technology Infrastructure
4. Deliver Incremental
Benefits
5. Closing the
Program
G = Gating Review
G5G3G1 G4G2
Governance Set-Up
Align Program with Org Strategic
Direction
Detailed Program Plan
Mandate
Benefits Analysis
Derive & Prioritize
Components
Derive Benefit Metrics
Stakeholder Analysis
Analyze Key Expectations &
Motivations
Initial Risk Identification
Program Change Impact Analysis
Planning Processes Define timeline and dependency flow chart Define Steering Committee and roles & responsibilities Define program management processes Define risk management Define communication plan
Establish Communication
Preferences
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Life Cycle
1. Pre-Program Set up
2. Program Setup
3. Establishing a Program
Mgmt & Technology
Infrastructure
4. Deliver Incremental
Benefits
5. Closing the
Program
G = Gating Review
G5G3G1 G4G2
Governance Planning
Infrastructure Completed
Establish PMO
Monitor & Control Framework Completed
Mandate
Systems & Communications
Completed
Benefits Planning
Map Benefits into Program Plan
Establish Benefits Realization Plan
Establish Benefits Monitoring
Stakeholder Planning
Stakeholder Risk Analysis & Risk
Profiling
Assess Stakeholder Influence & Importance
Stakeholder Roles & Responsibilities
Monitor & Control Resource Mgmt Communication Mgmt
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Life Cycle
1. Pre-Program Set up
2. Program Setup
3. Establishing a Program Mgmt &
Technology Infrastructure
4. Deliver Incremental
Benefits
5. Closing the
Program
G = Gating Review
G5G3G1 G4G2
Initiate Projects
Assess Risk and Initiate Change
Ensure Adherence to Policy
Mandate
Governance Monitor & Control
Benefits Realization
Monitor Components
Maintain Benefits Register
Report Benefits
Assess Program Changes and
Impact to Stakeholder
Maintain Stakeholder
CommunicationMonitor Stakeholder
Influence & Importance
Stakeholder Monitor & Control
Executing Process Controlling & Monitoring
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Life Cycle
1. Pre-Program Set up
2. Program Setup
3. Establishing a Program Mgmt &
Technology Infrastructure
4. Deliver Incremental
Benefits
5. Closing the
Program
G = Gating Review
G5G3G1 G4G2
Governance Transition
Execute Closure
Mandate
Complete & Archive
Documentation
Lessons Learned
Benefits Transition
Consolidate Coordinated
BenefitsTransfer the
On-going Responsibility
Stakeholder Transition
Transfer the On-going
Responsibility
Closing Process Document Lessons Learned Ensure each project completes all tasks Establish on-going benefits monitoring Communicate closure to Steering Committee
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Applying Program Management
• Initiating– Sales Program
• Company A wants to:– Refocus remote offices processes to be more sales and
marketing driven
– Transfer administrative process to main office
– Reassign remote office staff to focus on sales and marketing responsibilities
– Resources• Production • Business • Technical
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Life Cycle
• Program Management, p 9
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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• Scope of Project A– To administer
• The payment of resources
– In a way that:• Centralizes administration in the Main Office• Allow for Remote Office input• Provides electronic reports and payments• Utilizes a secure, reliable technology platform• Leverages opportunities to realize increased administrative efficiency• Avoids adverse impact on expenses• Supports audit processing
– So that • Payment of resources timely and accurately and service levels are maintained.
– As measured by• Reduction in staff and expenses by $xxx,xxx
Applying Program Management
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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• Scope of Project B – Eliminate XYZ System– To
• Eliminate Application System XYZ
– In a way that• Reduces system redundancies• Supports processing of data in new technology compliant system• Aligns with objectives of Projects C and D
– So that• Maintenance system costs are reduced
– As measured by• Elimination of system costs
Applying Program Management
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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• Scope of Project D – Service and Support– To:
• Maintain viable production systems
– In a way that:• Supports production online and batch systems• Resolves outstanding service and maintenance issues
– So that:• The application system provides on time availability of on-
lines and reporting
– As measured by• Reduction in number of production support items• Increased Data Quality
Applying Program Management
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program OrganizationProgram Board
Initiating Sponsor Sustaining Sponsor
IT Vice PresidentBusiness Adminstration
Production Vice PresidentRemote Office Liason
Program Directors
BusinessIT
Program Manager(s)
BusinessIT
Subject Matter Experts (SME’s)
Production SalesProduction Sales
ITConsulting
Initiative-based Project Resources
BusinessIT
Initiative-based ProjectResources
TBD
Stakeholders
SalesProduct
FinancialInternal Audit
Weekly Program Control
Initiating SponsorProject DirectorsProject Manager
Remote Office Liason
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Project Dependencies and Timeline
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Risk ManagementRISK RESPONSE PLAN AND REGISTER
Project Name/Number: Prepared by: Date:
Project A/ABCDEFG PM 1/PM 2 12/15/2006 Customer/End User Group: Contact Name: Project Type (S/M/L):
Sales Project Directors LARGE Business Unit: Project Manager: Project Sponsor:
Sales Project Managers Project Sponsor
Number Risk Event Probability Impact Overall Risk
Risk Response Risk Owner
1 PM/Planning risk – missing tasks, assumptions, estimates
High Medium Medium Risk Buffer PM’s
2
Knowledgeable resources – resource constraints could cause a delay in anticipated project delivery date
Medium Medium Medium Detailed task estimates have increased Executing Phase dates, we can look for additional skilled resources or implement in phases. At a minimum, we could use small amount of the SME’s time as a consultant.
PM’s
3
Analysts performing program/ project tasks may not be the same analysts that estimated the effort for these tasks. This could result is discrepancies between estimates and the actual effort.
Medium Medium Medium Recruit SME’s to walkthru “vision” with assigned analysts and participate in walkthru’s. Draw from risk buffer, if necessary.
PM’s / SME’s
4 Management and Sponsor acceptance of gating processes
Low Low Low Adherence to governance processes PM’s
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Risk ManagementOverall Risk Assessment Matrix
Impact
High
Moderate Low
High
6
1 0
Probability
Moderate 1
3
0
Low
2
1
3
RISK ANALYSIS MATRIX
Risk Response Strategies
Analysis Avoidance Mitigation Transfer Acceptance
1. PM may have missed tasks or underestimated
Build in appropriate risk buffer
2. Knowledgeable resources Build in appropriate risk buffer
3. Estimator & Analyst Different Recruit assistance from SME’s
Build in appropriate risk buffer
4. Acceptance of gating process Governance process sign off to be required by Sponsor or
IFS PMO
5. Dependency on Other Projects PCR Date Constant communication with other PM’s
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Project Reporting & Communication
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Project Reporting & Communication
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Change ControlATTENDEES (name of individual in parenthesis if not in attendance): Project Directors Sustaining Sponsor Resource Managers Project Managers Change Manager Production Support
Project Project Stage
Impl Mar 16
Mar 09
Mar 02
Feb 23
Feb 16
Feb 09
Feb 02
Jan 26
Jan 19
Project A Phase 1 CAT Apr 07 Green Green Green Green Green Green Green Green Yellow
Project A Phase 2A Logical/
Physical Dsn Aug 07 Yellow Yellow Yellow Yellow Green Green Yellow Yellow Yellow
Project A Phase 2B Logical Dsn Oct 07 Red Yellow Green
Purple Green
Purple Purple Purple Purple Purple Purple Project A Pay Phase 2C Not Started TBD Purple Purple Purple Purple Purple Purple Purple Purple Purple
Project A Phase 3 Not Started TBD Purple Purple Purple Purple Purple Purple Purple Purple Purple
Project B Phase 1 Phys
Dsn/CUT/CAT
May 07
Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
Project B Phase 2 Not Started
Aug 07 Purple Purple Purple Purple Purple Purple Purple Purple Purple Project D – Feb07 Completed Feb 07 Green Green Green Green Green Green Project D – Apr 07
CAT
Apr 07 Green Green Green Green Green Green Green Green Green Scanning Warranty Jan 07 Green Green Green Green Green Green Green Green Green Project F CAT Apr 07 Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
Project C CAT Aug 07 Green Green Green Green Green Green Green Green Green Accounting
On Hold On Hold Blue Blue Blue Blue Blue Blue Blue Blue Blue
Manual Process
Execution
Jun 07
Green Green Purple Purple Purple Purple Purple Purple Purple Change Management Execution Ongoing Green Green Green Green Green Green Purple Purple Purple
Project L Completed Feb 07 Green Green Purple Purple Purple
*Legend on Next Slide
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program Change Control
Note – A project is considered on schedule if all major milestones are within 5 days of their baseline end date. Status Indicators Green No project control problems Yellow Minor unresolved project control problems, in some cases a PCR may be required Red Multiple unresolved project control problems; in most cases a PCR is required Blue Project on hold, not started, or currently inactive
Purple Project in initial planning stages with work plan not yet available or project is in a re-plan status
Project/Proj Mgr Status Stage/Cost to Date Project Control Updates
Project A – Phase 1 PM 1/PM 2
Green CAT Status Issues and Follow-ups: None
Project A – Phase 2A PM 1/PM 2
Yellow
Logical Design/ Physical Design
Status Issues:
Issue 1
Follow ups:
PM 2 - Develop Project Change Request
Project A – Phase 2B PM 1/PM 2
Red
Logical Design Status
Issues:
Issue 3
Follow-ups: None
Project B – Phase 1 PM 3
Red
Test Plans, Physical Design, Code and Unit Test
Status
Issues:
Issue 4
Issue 1
Follow-ups: None
Project D – April 2007 May 2007 PM 4/PM 5
Apr - Green May - Yellow
April - in CAT
May - Physical Design
Resources have been assigned for the May and August PRs.
No Issues and Follow ups:
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Program/Project Change Control
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Lessons LearnedLessons Learned
•Project Experience•Recommended Process Improvements•Other Recommendations
•Areas of Focus •Technical Experience•Schedule Performance•Cost Performance•Risk Management•Team Management•Tool Performance•Release Performance
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Closing
• Differences between Portfolio vs Program vs Project Management
• Overview of The Standard for Program Management
• Defined how a Program is structured
• Suggested ways to apply Program Management
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Q & A
Please complete your evaluations!
Your speakers are:
Garry Flemings, Lorraine Henry, and Renée Wickes.
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
39
Reference Slides
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Additional Sources for InformationA Comprehensive Technology Portfolio Management Process (Borland) http://www.borland.com/resources/en/pdf/white_papers/technology_portfolio_management.pdfA Concise Guide to Program Management: Fundamental Concepts and Issues by Mitchell Springer Program Management for Corporate Information Technology Leaders by John W., Ph.D. Rittinghouse and Bill Hancock Programme Management Demystified: Managing multiple projects successfully by Geoff Reiss The Program Management Office: Establishing, Managing And Growing the Value of a PMO by Craig J. Letavec Enterprise Programme Management: Delivering Value by David Williams and Tim Parr Program Management for Improved Business Results by Dragan Z. Milosevic, Russ Martinelli, and James M. Waddell U.S. Military Program Management: Lessons Learned and Best Practices by Gregory A. Garrett and Rene G. Rendon Middle Managers in Program and Portfolio Management by Tomas Blomquist and Ralf Muller
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Additional Sources (cont’d)
• Internet– Project Management Institute: www.pmi.org– Heartland Chapter: www.pmiheartland.org
• All PMI standards are available at many sources, including: www.pmibookstore.org
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Presenter
• Garry Flemings, PMP– Technical Consultant,
ASC Information Technology– IT project management since 1992, in both
government and industry– PMP, 1998– President, PMI Heartland Chapter, 2005– email: garry.pmi@cox.net
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Presenter
• Lorraine Henry, PMP– Information Services Project Manager,
Mutual of Omaha– PMP in 1999– President, PMI Heartland Chapter, 2004– email: lorraine.henry@mutualofomaha.com
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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Presenter
• Renee Wickes, PMP– Program Manager,
Hewlett-Packard Company– MBA, 1996– PMP, 2002– President, PMI Heartland Chapter, 2007– email: renee.wickes@hp.com
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
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This Session
• You’ll know the relationship of The Standard for Program Management to the better known A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
• You’ll know the structure of The Standard for Program Management.
• You’ll have considered some ways to apply The Standard for Program Management to Heartland companies.
© Copyright 2007 by Garry Flemings, Lorraine Henry, and Renee Wickes
46
Sources of Information
The Standard for Program Management © 2006 Project
Management Institute, Inc. – Chapter 2 – Program Life Cycle and
Organization page 17 – 28– Appendix E – Benefits Assurance and
Sustainment pages 87 – 89