Program Management: Opportunity or CLM?
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1 Program Management: Opportunity or CLM?
2 Agenda It s a game do you know the rules? So who wants to be a Program Manager? Definitions Check list for what it REALLY takes Questions 2
3 It s a game do you know the rules? Who s a Program Manager here? Who s a Project Manager here? Who wants to be a Program Manager? Who used to be a Program Manager? 3
4 So who want to be a Program Manager? First question for $5 What is a project? A - A one time unique endeavor with defined start date that ends when the client is satisfied. B - A one time endeavor with fixed start and end dates and clear Deliverables. C - A temporary endeavor undertaken to create a unique product, service or result. D A way to bill more fees. 4
5 So who want to be a Program Manager? First question for $5 What is a project? A - A one time unique endeavor with defined start date that ends when the client is satisfied. B - A one time endeavor with fixed start and end dates and clear Deliverables. C - A temporary endeavor undertaken to create a unique product, service or result. D A way to bill more fees. 5
6 So who want to be a Program Manager? Second question for $10 What is a project manager? A A person with appropriate training and experience who manages projects. B A subject matter expert who has been told to manage a project. C A person who manages projects. D A person with a PMP. 6
7 So who want to be a Program Manager? Second question for $10 What is a project manager? A A person with appropriate training and experience who manages projects. B A subject matter expert who has been told to manage a project. C A person who manages projects. D A person with a PMP. 7
8 So who want to be a Program Manager? Third question for $15 What is a program? A A very large Project. B - A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. C. A group of related projects managed in a single schedule to obtain benefits from each project individually. D. All of the above. 8
9 So who want to be a Program Manager? Third question for $15 What is a program? A A very large Project. B - A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. C. A group of related projects managed in a single schedule to obtain benefits from each project individually. D. All of the above. 9
10 So who want to be a Program Manager? Fourth question for $50 What is a Program Manager A A person who manages multiple projects. B A person who manages benefits and stakeholders and program governance. C A person who manages multiple projects, benefits and stakeholders. D A person who manages multiple projects, benefits and program governance. 10
11 So who want to be a Program Manager? Fourth question for $50 What is a Program Manager A A person who manages multiple projects. B A person who manages benefits and stakeholders and program governance. C A person who manages multiple projects, benefits and stakeholders. D A person who manages multiple projects, benefits and program governance. 11
12 So who want to be a Program Manager? Fifth question for $100 What s the leading reason that Project Managers fail in Program Management? A They assume it s managing a big project. B They assume it s managing parallel projects. C They assume it s managing interdependent projects towards a single objective. D They assume it will be easier to manage other PMs than a project. 12
13 So who want to be a Program Manager? Fifth question for $100 What is the leading reason that Project Managers fail in Program Management? A They assume it s managing a big project. B They assume it s managing parallel projects. C They assume it s managing interdependent projects towards a single objective. D They assume it will be easier to manage other PMs than a project. 13
14 14 Definitions #1 Management Scope Portfolio Management: Business Leadership Alignment Value Optimization Risk/Reward Program Selection Portfolio Adjustments Program Management: Business Sponsorship Ownership of Benefits All Elements of Business System Multiple Projects Project Management: Delivery of Capabilities Inputs Budget Schedule Schedule
15 Definitions - #2 Program Responsibilities Responsibility Description 1. Governance Develop and facilitate structure and process to control operations and changes to performance objectives. 2. Assurance Verify and validate all operations and capacity to perform. 3. Alignment Support higher level vision, goals and objectives. 4. Integration Optimize performance across the program value chain, functionally and technically. 5. Oversight Structure reviews, accountability and management of projects, stakeholders or suppliers. 6. Organizational capability Manage competencies, learning, knowledge and communications. 15
16 Definitions - #2 Program Responsibilities Responsibility Description 7. Improvement Assess performance, research and develop new capabilities and systemically apply learning and knowledge to the program. 8. Standards Activity and limits that define the performance architecture. 9. Change Management Manage issues of politics, social norms, behavior and culture that can help Program success through implementing change management practices. 10. Finances Track finances and basic costs together with wider costs of administering the program. 11. Infrastructure Allocate resources to influence the cost and success of the program. 12. Planning Ensure project manager s plan fits in with the wider plan of the Program itself. 16
17 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 17
18 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 18
19 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 19
20 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 20
21 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 21
22 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 22
23 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance 23
24 Project Manager vs. Program Manager Project Manager Manages Deliverables Delivers outputs Successful projects Does the project the right way Manages tasks Consults with stakeholders Program Manager Manages benefits Creates outcomes Delivers organizational change Does the right projects Manages managers Advises stakeholders Ensures status communications Delivers enterprise awareness Works within defined governance Defines and leads governance Tactical vs. Strategic 24
25 Critical Success Factors What does it really take? 1. Leadership 2. Proven ability to ALWAYS see the big picture 3. Ability to sell ideas to the Stakeholders 4. Ability to manage managers 5. Presence 6. Business acumen results matter 7. Tenacity 8. Ability to really drive out organizational benefits 9. Recognition and reward for success emphasized over penalty for failure 10. A really, really good sense of humour 25
26 Critical Success Factors What does it really take? 1. Leadership. 2. Proven ability to ALWAYS see the big picture. 3. Ability to sell ideas to the Stakeholders. 4. Ability to manage managers. 5. Presence. 6. Business acumen results matter. 7. Tenacity. 8. Ability to really drive out organizational benefits. 9. Recognition and reward for success emphasized over penalty for failure. 10. A really, really good sense of humour. 26
27 Program Management: Opportunity or CLM? 27 Questions?
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