Abstract. Keywords: Program map, project management, knowledge transition, resource disposition

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1 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 1 How to Prepare a Program Roadmap Kevin Byrne, Robert Keys, Cynthia Schaffer, Andrew N. Solic Drexel University, USA Abstract The rationale for conducting this research study is to develop an outline for a comprehensive program map. The Project Management Institute in The Standard for Program Management (3rd ed.) elaborates when the institute states, The program roadmap should be both a chronological representation in a graphical form of a program s intended direction as well as a set of documented success criteria for each of the chronological events. It should also establish the relationship between program activities and expected benefits. It depicts key dependencies between major milestones, communicates the linkage between the business strategy, planned prioritized work, reveals and explains gaps, and provides a high-level view of key milestones and decision points (PMI, 2013a, p. 29). Program maps are essential in program governance and for implementing and aligning business strategy within projects across the program. Therefore, program maps are vital for continued program success. This study will assume the perspective of a program manager supervising a program. What opportunities and problems are presented in this research study? This research study presents a unique opportunity to acquire an enhanced understanding of programs and program management while subsequently acquiring new revelations on the importance of program maps. The challenges presented in this research study are centralized within the scope and limitations. Given the variety of perspectives and interpretations, postulating a comprehensive program map becomes a unique challenge. Context within industry and business further complicates this ambitious goal. What is the environment in which this study is conducted? The environment in which this research study is conducted includes a diverse variety of academic interpretations, case studies, and professional interviews that can be utilized to provide support and evidence in achieving the objective. Keywords: Program map, project management, knowledge transition, resource disposition

2 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 2 Introduction The program road map is the simplified culmination of an intensive deep dive into what makes up the program, what it should look like in its end state, the program dynamics, the details behind each and the sequence in which the program will move. Creating a program road map is critical to being able to see all of the high-level strategic directions and dependencies of a program in chronological order. It also provides an integrated view of your overall strategy and is useful in communicating the program timelines as they are visualized in a graph instead of just written down (PMI, 2013b, p. 82). The key to creating a successful program map is to keep it simple and not to bog it down with lots of low-level detail as this will just cause confusion. The program sponsor will see this, which means that it should have a high executive level of detail. Keeping it simple also gives the program team a chance to see if they missed any obvious steps, processes or dependencies as it won t be cluttered with unnecessary information. Mark Byrne (2013) agreed with this simplistic approach, saying that it can be used as a quick reference tool for the team in regards to what needs to get done and the dependencies. Literature Review As it is considered a staple reference and guide for project management, The Standard for Program Management (3rd ed.) was studied for this research. Fundemental roadmap and information

3 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 3 regarding the Program Management Life Cycle Phases were found here. As a leading resource in standards for program management, this book was helpful in lending source information. Also consulted for base information was The Standard for Portfolio Management (3rd ed.). This textbook enlightened the team on what makes a program roadmap critical to the process. Program Management for Improved Business Results was also reviewed to provide a more thorough understanding of program definition. This source assisted in the evaluation of the activities involved, such as developing concepts, preliminary requirements, scope frameworks, deliverables, timelines and cost guidelines. An article written by Duncan, Avoid the Same Old Mistakes by Focusing on Lessons Learned, was used as a supplemental source that gave useful information on lessons learned. It allowed for a deeper understanding of its essential nature within the knowledge transition component discussed under program closure. Additionally, How to build a Roadmap was reviewed and used in great detail. This site was considered a value-add to the overall exploration performed by the team. Mark Byrne, a Senior Program Manager for a major international defense contractor with nearly 30 years of experience, was interviewed and consulted for his expertise in the field. The information gleaned from this source has been tremendously useful throughout the quarter and his shared knowledge has helped clarify what a program manager works through in a real life situation.

4 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 4 The multiple interviews conducted with him allowed for further illustration of the impact of the processes and relevant components of the program roadmap. His experience working on a major international defense contract was some of the most relevant information from a working source. Methodology This research was conducted through the review of past and current literature on project management, program management, and portfolio management. The qualitative research material as indicated above was part of a data collection process to detail the pertinent features involved in detailing a program roadmap. Also included are the Program Management Life Cycle Phases. The use of the textbooks described in the literature review allowed for building a foundation wherein the roadmap could effectively be created and the additional sources are simply a valueadd to the overall research which was looked at from the perspective of a Program Manager. To illustrate the point of the impact of the process and relevant components of the roadmap, interviewee Mark Byrne was consulted regarding real life experience s managing an international defense contract. Program Roadmap As a program manager, there are five steps one must take to get to the point where a complete program roadmap can be created (Parnitzke, 2011). A graph of which can be seen in Appendix A. These five steps are as follows:

5 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 5 1. Develop a polished current state understanding of the program What are the goals of the program (both strategic and quantifiable) Your cost drivers Functional needs Business artifacts Business processes 2. Define what the program aspires to be in its end state- (current vs. desired end state) Your performance goals and or targets Guiding Principals 3. Run a Gap Analysis with team (see graph B)- Where the program is now compared to where it wants to be in the end. This will reveal all the activities that need to be addressed to get there. Do this for the following: Organizationally, functionally, technically, and for process. Businesses often refer back to previously captured best practices or reference architecture to assist in speeding this step of the process up. Mark Byrne (2013) says that in the gap analysis step his program team makes a bridge between where you are today and where you need to be tomorrow. 4. Prioritization effort (what needs to be done?) Take the list of the action items found by doing the gap analysis and determine what is feasible and what has the highest business value. It is important to keep the program s defined period of performance in mind while doing this. Stay realistic towards both budget and schedule. 5. Determine the best sequence of events (What s the order in which events are completed?) Clearly define the dependencies, what needs to start before everything else, what is the critical path? Is this sequence doable with the resources available to the program team? Be realistic. Create the program roadmap (Appendix C) Exactly what gets done, when, and in what order, visually (on a graph) Final edits and corrections

6 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 6 Get buy in from program sponsor Program Definition The program life cycle includes multiple phases and activities that are completed to aid in producing a successful program. The portfolio management body works hard on numerous activities prior to the start of the program definition phase. These activities include but are not limited to; developing concepts, preliminary requirements, scope frameworks, deliverables, timelines and cost guidelines (PMI, 2013a, p. 67). Milosevic, Martinelli, & Waddell (2007) state, program definition involves integrating the goals, objectives, and ideas generated from these inputs to create potential product, service, or infrastructure concepts and then testing the feasibility of the concepts from a business perspective (p. 146). It is essential for the program definition phase to be completed to ensure that the program remains in line with organizational objectives and achieves business goals and strategic outcomes. PMI (2013a) likes to group program definition into two distinct but overlapping sub-phases; program formulation and program preparation. There are very distinct objectives that need to be completed during both of these specific sub-phases. Discussed first, is elaboration on program formulation. The most vital task to complete during program formulation is the selection of the program manager. During program formulation, the sponsoring organization assigns a program sponsor to oversee the program. The sponsor s key responsibilities also include securing the necessary financing for the program to run (PMI, 2013a, p. 68). It is then that the sponsoring organization and the selected

7 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 7 program manager can work hand-in-hand in order to complete the rest of the tasks under this subphase. The program manager will sometimes be involved in the processes to secure the program funding. Once the financing for the program has been secured, the program manager and program sponsor work closely together to initiate studies and estimates of scope, resources, and cost. Once this phase is completed, it is time for the initial risk assessment to be developed. After the initial risk assessment has been created, the program manager must then develop a program charter and roadmap. The program charter, roadmap, risk assessment and estimates of scope, resources, and cost must be approved in order for program preparation to begin. Once these sections are approved, the second phase of program definition can begin. Program preparation is the second and final sub-phase of program definition. During program preparation, the program organization is defined and an initial team is deployed to develop the program management plan. The program management plan is developed based on the organizations strategic plan, business case, program charter, and other outputs from program formulation (PMI, 2013a, p. 68). Not only is the plan based on these elements, it is also created in a manner that will give the organization the best shot at achieving its desired objectives. There are three key activities in the program preparation sub-phase. They include, establishing a governance structure, deploying the initial program organization, and developing a program management plan (PMI, 2013a, p. 68). Because they are necessary elements that make up the backbone of the program itself, these three key activities have to be done with precision. It is

8 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 8 notable to point out that program governance is of the utmost importance. Improper program governance can lead to failed programs. During program definition and each of its phases, it is important to note that the outputs may continue to be updated until the final plans are reviewed and approved. In order for a successful conclusion to the program definition phase, the program manager must have the program management plan reviewed and formally approved. Normally a program governance board that is already in place approves the program. It is only then that the program life cycle will continue onto the program benefits delivery phase. Program Benefits Delivery Program benefits delivery is a crucial part in the program life cycle map process. Throughout this iterative phase, program components are planned, integrated, and managed to facilitate the delivery of the intended program benefits (PMI, 2013a, p. 68). The program team that was selected during the program preparation sub-phase provides oversight and support to position the components for successful completion. PMI (2013a) states that component management plans covering cost management, scope management, schedule management, risk management, and resources management are developed at the component level and integrated at the program level to maintain alignment with the program direction to deliver the program benefits (p. 69). It is important to note that programs have a substantial element associated with uncertainty. The program roadmap and program management plan will state the intended direction of the program, but will not always provide the full collection of necessary program components. This is why it

9 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 9 is key during the program formulation sub-phase of program definition to establish an effective risk assessment. During the program benefits delivery phase, the program manager must be sure to exhibit proper checks and balances to ensure his/her program stays on track. PMI (2013a) suggests that, program managers, when necessary, must re-plan for proper integration of components or changes in the program direction through adaptive change (p. 69). The hope of most all organizations is that the program manager will be able to effectively manage each of the components consistently, at the same time, and keep them in line with organizational strategy. The goal here is to reach results that would not have been possible by managing the components as separate entities. PMI (2013a) states that, each program component will iterate through the following component-level sub-phases; component planning and authorization, component oversight and integration, and component transition and closure (p. 69). Component planning is performed throughout the duration of the program benefits delivery phase in response to events that require significant re-planning or new component initiation request (PMI, 2013a, p. 69). Component planning contributes to ensuring that all components and new component requests will be integrated into the program and will be positioned for a successful execution. The program governance board provides the guidance for processes leading to authorization; they ensure that the component properly supports the organizations expected results.

10 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 10 The next sub-phase of the program benefits delivery is component oversight and integration. During this sub-phase, each team executes their associated plans and program integrative work. Throughout this activity, components provide status and other information to the program manager and to their associated components so their effects may be integrated into and coordinated with the overall program activities. Without this step, individual components may produce deliverables; however, the benefits may not be realized without the coordinated delivery (PMI, 2013a, p. 70). This is a short phase, however, it is a crucial one. In this phase, the program manager may also initiate a new component to assist with the coordinated delivery of multiple components. Without this step PMI (2013a) suggests that benefits may not be realized (p. 70). The third and final sub-phase of the Program Benefits delivery phase is that of component transition and closure. In this sub-phase, all areas are reviewed to ensure that the benefits of each component were delivered and moved to any remaining projects and sustaining activities. PMI (2013a) states, The final status is reviewed with the program sponsor and program governance board before the authorizing formal program closure (p. 70). If the components of the program have produced their projected deliverables, and or have been efficiently transferred to another part of the organization, only then will the program get authorization to close. There are numerous activities that occur in order to officially closeout the program. In order for the organization to remain competitive and effectively utilize all of their resources, they must take extreme caution when closing out their programs and ensure that resources are being used properly.

11 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 11 Program Closure Program closure is the final phase of the program map. Although often marginalized in favor of more tangible applications and processes, program closure nevertheless remains a critical phase and includes a variety of important processes in order to formally close a program and build upon any lessons learned. The Project Management Institute in the The Standard for Program Management (3rd ed.) elaborates when the institute states, The program ends either because its charter is fulfilled or conditions arise that bring the program to an early close. When a program has fulfilled its charter, its benefits may have been fully realized or benefits may continue to be realized and managed as part of organizational operations (PMI, 2013a, p. 88). Although the conditions may vary for when and why a program closes, it is important for the program manager and program team to engage in a formal process for closing a program. This can include such actions as final reports, knowledge transition, and resource disposition. Mark Byrne agreed that there is a formal process for closing a program and it includes the previously mentioned as final reports, knowledge transition, and resource disposition. He called them spot on with what happens in the real world. Final Reports As the program comes to a close, it is vital for the program manager and program team to obtain the final reports from all program participants, vendors, and stakeholders. Reports should be

12 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 12 acquired to collect, summarize, and categorize project and program dates in order to analyze and interpret the data. These final reports can be inclusive of, but not limited to, financial and performance assessments, areas for improvement, unforeseen risks, and successes and failures (PMI, 2013a, p. 88). These reports greatly assist the program manager and program team in ensuring that no outstanding issues remain, prior to concluding the program, while capitalizing on lessons learned and transitioning knowledge to future projects and programs. Knowledge Transition The program manager and program team will need to build upon lessons learned at the end of the life cycle of the program. What worked? What didn t work? Was the program over-budget and why was it over-budget? Was the program behind schedule? Did the program have the necessary resources? These are some of the questions that the program manager and program team must ask in order to build upon any lessons learned and apply such knowledge to future projects and programs. Haughey (2010), in the article Avoid the Same Old Mistakes by Focusing on Lessons Learned, elaborates on this when the author states: Creation of a successful lessons learned culture needs leadership support as well as time and buy-in from project managers. Implementation of a simple process for collecting, collating, analyzing and disseminating lessons learned is essential if it s to be adopted. Once lessons have been captured, they need to be made available to all project teams to help them avoid repeating problems of the best. It is important that these teams understand what past projects have to tell them and act upon that information (p. 2).

13 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 13 Mark Byrne (2013) agreed with this quote from Haughey and adds that at his company lessons learned are collected throughout the life of the program and they are retained within a SharePoint.so that new, similar programs Managers can reach back and look through the lessons learned before they even get started, and it gives them some good ideas on what to do, and certainly what not to do. Resource Disposition During program closure, program and project resources must be accounted for. The program manager must evaluate resources and manage such for future projects and programs. The Project Management Institute in the Standard for Program Management 3 rd Edition states, Efficient and appropriate release of program resources is an essential activity of program closure. At the program level, program governance releases resources as a part of activities leading to program closure approval. Component resource disposition includes transitioning resources to another component in execution or another program in the organization that requires similar skills or to match the needs to the resource being dispositioned. (PMI, 2013a, p. 88). As emphasized in the above excerpt, resources should be transitioned to new programs and projects. This is critical for future program successes and stakeholder support. Mark Byrne (2013) notes that people/manpower are resources too and should not be overlooked, When you have a team of several hundred people working on a program you need to start thinking about where those people are going to go when they exit the program and where we can land them into new jobs

14 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 14 Summary of New Findings Overall this investigation led to a much broader understanding of exactly what goes into each step of the program management lifecycle. It was observed that to be a successful program manager, it is paramount that one be heavily involved from the very beginning. From creating a program roadmap, program definition and day to day managing, through to the conclusion of program delivery, closure and lessons learned. It was also found that there appears to be a general guided trail of steps (or a roadmap) needed to put a manager s project/program on the right track for success. It is worth noting that in both academic/scholarly writings that were reviewed and through interviewing a real world program manager, there is an agreement in the structure of these steps and its effectiveness. Our interviewee, Mark Byrne, also stressed the importance of communication throughout the programs lifecycle as well as the benefits of properly recording lessons learned. He states that it is important as a program manager to put a team together and keep that team in lockstep in terms of constant communication to drive the program to its completion, on schedule, on or under budget and with a high quality product (Byrne, 2013). He also goes on to say, A good program manager should have a documented series of lessons learned that would be made available to other Program Managers as they move forward (Byrne, 2013).

15 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 15 Another important finding was that the program is not done when the core deliverables are completed. There are final reports to write up for stakeholders and upper management, dispositions to be made, and knowledge to be transferred. Ignoring these steps is not acceptable. On a more general note, it is interesting, promising, and exciting to see that, through years of mistakes, successes, and lessons learned throughout general project/program management that the management community has arrived at this recipe for success. The management community arrived at this through academic analysis, pursuits and certifications, as well as the creation and constant updating of a formal global standard to save these lessons for future managers to add and learn from, called The Project Management Institute in the Standard for Program Management (PMI). Analysis and Discussion Through academic research, case studies, and professional interviews, this research study acquired an enhanced understanding of programs and program management. It analyzed and examined the components of a program map, including program roadmap, program definition, program benefits delivery and program closure while subsequently combining the insights derived from an interview with Mark Byrne. What resulted from the academic research and work completed here was a newfound knowledge and insights into managing projects into programs aligned to business strategy.

16 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 16 This study is limited in the work completed and does not profess to develop a comprehensive program map covering all subjects and industry applications in their entirety. This is primarily due to the diversity of perspectives and interpretations in the discipline, subsequently resulting in a multitude of different approaches and conclusions. Therefore, this study is limited and should only serve as an overview of conventional programs and program management. The implications for this study include unique conclusions on program maps within program management. The potential applications for this study are primarily academic. This study can serve as an introduction for both aspiring and seasoned program managers seeking to acquire an enhanced understanding of programs, program maps, and program management overall. However, it is important to avoid generalizations and oversimplifications on program maps and cannot infer that the developed plan would apply for all programs. Conclusion Through research (academic, scholarly, and real world experience) it has been discovered that through years of collected lessons learned (both successes and failures) there seems to be a simple program/project success path that has emerged. This general path through each stage of a program/project lifecycle makes it easier for managers to more quickly start off on the right track, be more efficient in terms of schedule and budget, and spend less time floundering about, wondering what the next step should be.

17 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 17 It was interesting to see that this success path is not always taken strictly from the PMI handbook and used word for word; it has also been developed by mature businesses to fit their unique needs. Mark Byrne spoke about how the company he works for used the PMI as a jumping off point and developed their own program management governance called the Program Performance Management Plan (PPMP), thus sculpting it to better suit their distinctive needs. Mark Byrne says We certainly follow a lot of the guidance s, directions, ideas and concepts of PMI but we form our own program performance management plans to better fit our real world requirements (Byrne, 2013). The availability of phases to follow and guidance offered by the Project Management Institute, gives program managers the world over a chance to ensure they are moving their company in the right direction. Taking steps to create a unique path that is fashioned distinctly for strategic goal and company alignment affords the chance of increased program realization. By following the above steps to create a program roadmap, program managers are already on the road to success.

18 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 18 References Byrne, M. (2013, December 10). Sr. Program Manager. (K. Byrne, Interviewer) Haughey, D. (2010). Avoid the Same Old Mistakes by Focussing on Lessons Learned. Retrieved December 4, 2013, from Project Smart Web site: Milosevic, D. M., Martinelli, R., & Waddell, J. M. (2007). Program Management for Improved Business Results. Hoboken, NJ: John Wiley & Sons Inc. Parnitzke, J. (2011, March 5). How to build a Roadmap. Retrieved December 4, 2013, from Applied Enterprise Architecture Wordpress Web site: PMI. (2013a). The Standard for Program Management (3rd ed.). Newtown Square, PA: Project Management Institute. PMI. (2013b). The Standard for Portfolio Management (3rd ed.). Newtown Square, PA: Project Management Institute.

19 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 19 Appendix A Note. Complete Program Roadmap Steps. Reprinted from How to build a Roadmap. Retrieved December 4, 2013, from Applied Enterprise Architecture Wordpress Web site:

20 Journal of Economic Development, Management, IT, Finance and Marketing, 6(1), 1-22, March 20 Appendix B Note. Gap Analysis. Reprinted from How to build a Roadmap. Retrieved December 4, 2013, from Applied Enterprise Architecture Wordpress Web site:

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