Facilitated Methods Greta Blash, PgMP, PMP, PMI-PBA, PMI ......project management plan Monitor...

Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved V4.1

Facilitated MethodsGreta Blash, PgMP, PMP, PMI-PBA, PMI-ACP,

CDAP, CDAI

PMP® and PMBOK® are either a mark or a registered mark of the Project Management Institute, Inc.

Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved

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The Standard for Program Management, 4th edition is a recognized global standard for project and program management profession

Used in conjunction with PMI® Standards

� PMBOK® Guide

Practice Guides� Business Analysis for Practitioners: A Practice Guide

� Benefits Realization

� Implementing Organizational Change Management

� Managing Change in Organizations

� Governance of Portfolios, Programs and Projects

� Navigating Complexity

� Practice Standard for Project Risk Management

PMP® and PMBOK® are either a mark or a registered mark of the Project Management Institute, Inc.


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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.

“Related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually”

Delivers benefits through component projects and subsidiary programs

Aligns program components for optimal delivery Integration Control


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“Temporary endeavor undertaken to create a unique product, service, or result”

Delivers results based on needs, concerns and stakeholder expectations

Drives change from current state to future state


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Organizational project management (OPM) Strategy execution framework

Enables organizations to deliver strategy

Portfolio management Business strategies alignment

Program management Components interdependencies

Project management Achieves organizational goals

and objectives


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Uncertainty Change

Internal – change within the program External – Need to adapt the organization to exploit

program benefits

Complexity Governance Stakeholders Definition Benefits delivery Interdependency Resources Scope Risk Change


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Figure 1-4 Page 17PMBOK® Guide – 6th edition


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Standard for Program Management – Fourth Edition. Material from this

publication has been reproduced with the permission of Project Management Institute, Inc.

Program Strategy Alignment

Program Benefits Management

Program Governance

Program Stakeholder Engagement

Program Life Cycle Management Program Definition

Program Delivery (Components)

Program Closure/Transition


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Program Business Case

Program Charter

Program Roadmap

Environmental Assessments

Program Risk Management Strategy

*Identifies program outputs and outcomes to provide benefits aligned with the organization’s goals and objectives


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Formulation

Planning


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Benefits Identification

Benefits Analysis and Planning

Benefits Delivery

Benefits Transition

Benefits Sustainment

*Defines, creates, maximizes, and delivers the benefits provided by the program


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Program Stakeholder Identification Program Stakeholder Analysis Program Stakeholder Engagement Planning Program Stakeholder Engagement Program Stakeholder Communication

*Identifies and analyzes stakeholder needs and manages expectations and communications to foster stakeholder support


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Program Governance Practices

Program Governance Roles

Program Governance Design and Implementation

*Enables and performs program decision making, establishes practices to support the program, and maintains program oversight


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Program Definition Program formulation Program planning

Program Delivery Component authorization and planning Component oversight and integration Component transition and closure

Program Closure

*Manages program activities required to facilitate effective program definition, program delivery, and program closure


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Formulation


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Justifies need for program defining how the expected outcomes would support the organization’s strategic goals and objectives

Originally written by the program sponsor

Program manager continually reviews and assesses program outcomes

compared to the business case


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Translates strategic objectives into program objectives

Authorizes funding and resources for program Identifies and formally assigns Program Manager Documents high-level information on the program

and component product, service, or result Business needs, goals & objectives and initial customer

requirements Issued by program sponsor, PMO, portfolio steering

committee or initiator external to the program organization

*Document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and links the program to the organization’s strategic objectives


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Chronological representation of a program’s intended direction

Graphically depicts dependencies between major milestones and decision points

Reflects linkages between business strategy and program work


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Culture, style, organizational structure

Program manager’s authority level

Program-based versus non-program-based organizations

External organizations


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Identifies risk management activities

Strategy alignment

Definition of risk thresholds

Identification of initial risks

Determine risk response strategy


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Historical information analysis Successes

Failures

Lessons learned

SWOT analysis

Assumption analysis


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Phases Definition Phase (overlaps with Strategic Alignment) Delivery Phase Closure Phase

Activities Change Management Scope Management Schedule Management Financial Management Resource Management Communications Management Information Management Risk Management Quality Management Procurement Management


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Assessments Program change

Program communication

Program information management

Program procurement

Program quality

Program initial risk

Program schedule

Program scope

Estimates Program resources

Program initial costs

Program management plan


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High-level initial plan to coordinate available funding, determine constraints and determine how funding is allocated

Funding models may vary

Impacts: Updates to business case

Updates to program communication management plan

Updates to stakeholder engagement plan


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Defines basis of all program work and how the work will be performed

Central document that guides program’s execution and control

Coordinates all component plans Change management plan Scope management plan Schedule management plan Cost management plan Quality management plan Resource management plan Communications management plan Information management plan Risk management plan Procurement management plan Stakeholder engagement plan


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Program Delivery


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Core activity that occurs across the entire program life cycle

Coordinates multiple components

Activities include: Program delivery management

Program performance monitoring and controlling

Benefits sustainment and program transition

Program closeout


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Support structure to assist the program

Establishes management personnel and technical resources

PMO may be a core part of the infrastructure for consistency Policies

Standards

Training

Program Management Information System (PMIS)


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Tracking, monitoring and controlling program funds and expenditures

Starts once initial funding is received and expenses begin to be paid

If costs exceed planned budget – may no longer satisfy business case

Key activities include Identify and communicate changes to budget

baseline

Monitor cost reallocation among components

Monitor contract expenditures

Manage program infrastructure expenditures


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Monitor, control and adapt program resources

Includes prioritization of resource usage

Resources are often shared among different components

Scarce resources must be carefully controlled

Includes updates to the program resource management plan


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Transition planning Readiness of receiving organization

Benefit sustainment plan

Transfer of remaining risk

Information archiving and transition

Transfer or program knowledge Documentation

Training

Materials

Lessons learned


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Ongoing maintenance activities performed beyond the end of the program by receiving organizations

Responsibility for benefits may pass to another organization or program at program closure

Benefits sustainment plan should be developed prior to program closure Risks Processes Measures Metrics Tools


36Program Management Domains, Phases and ActivitiesAdapted from Table 7-1

Page 104

Phases Program Definition Program Delivery Program Closure

Sub-PhaseFormulation

Planning

Component -Authorization & Planning -Oversight & Integration -Transition and Closure

Transition

Sustainment

*Program Governance Program Governance

*Program Strategy Alignment

Program Business CaseProgram CharterProgram RoadmapEnvironmental AssessmentsProgram Risk Management Strategy

*Benefits ManagementBenefits IdentificationBenefits Analysis and Planning

Benefits Delivery Benefits Transition

Benefits Sustainment

*StakeholderProgram Stakeholder IdentificationProgram Stakeholder AnalysisProgram Stakeholder Engagement Planning

Program Stakeholder EngagementProgram Stakeholder Communications

*Integration(Core Activities)

Program Infrastructure DevelopmentProgram Delivery ManagementProgram Performance Monitoring and ControllingBenefits Sustainment and Program Transition

Program Closeout

ScopeProgram Scope AssessmentProgram Scope Management Planning

Program Scope Monitoring and Controlling

ChangeProgram Change AssessmentProgram Change Management Planning

Program Change Monitoring and Controlling

ScheduleProgram Schedule AssessmentProgram Schedule Management Planning

Program Schedule Monitoring and Controlling

Financial

Program Initial Cost EstimationProgram Cost EstimationProgram Financial Framework Establishment Program Financial Management Planning

Program Cost BudgetingComponent Cost EstimationProgram Financial Monitoring and Controlling

Program Financial Closure

ResourceProgram Resource AssessmentProgram Resource Management Planning

Resource Interdependencies ManagementProgram Resource Transition

CommunicationsProgram Communications AssessmentProgram Communications Management Planning

Program Information DistributionProgram Reporting

Information Program Information Management Planning Lessons LearnedProgram Information Archiving and Transition

QualityProgram Quality AssessmentProgram Quality Management Planning

Program Quality Control

RiskProgram Risk Assessment Program Risk Management Planning

Program Risk Monitoring and ControllingProgram Risk IdentificationProgram Risk AnalysisProgram Risk Response Management

Procurement

Program Procurement AssessmentProgram Procurement Management Planning Program Contracts Administration Program Procurement Closure


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Strategic alignment and benefits

Risk assessment and response strategy

Assess situations prior to creating the project management plan

Monitor stakeholder engagement

Transition and sustainment –

benefit realization


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For more information

please feel free to contact us:

Greta Blash, PgMP, PMP, PMI-PBA, PMI-ACP, CDAP, CDAI

[email protected]

https://www.linkedin.com/in/gretablash

Facilitated Methods Greta Blash, PgMP, PMP, PMI-PBA, PMI ......project management plan Monitor...

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