The Standard for Program Management (third edition, 2013) - Leggiamolo Insieme. Performance Domain (2a parte)

The Standard for Program Management (third edition, 2013) - Leggiamolo Insieme Performance Domain (2a parte)

Speaker Profile Giancarlo Duranti, PMP, CBAP email: giancarlo@giancarloduranti.com mobile: +39 366 708.5530 LinkedIn public profile: http://www.linkedin.com/in/giancarloduranti LinkedIn PMI Rome page: PMI Rome Italy Chapter Project Manager Practitioner Business Analyst Practitioner Lavoro nella Telco industry da oltre 20 anni Sono docente internazionale di Project Management e Business Analysis. Partecipo attivamente alla vita associativa del PMI e del IIBA contribuendo con la mia esperienza allo sviluppo e alla diffusione di standard internazionali (OPM3, BABOK). Partecipo a congressi e manifestazioni di project management (PMI, IIBA, IPMA, EVA Europe) 2

Summary and Save the date Introduzione e Framework CALENDARIO Performance Domain (parte 1) Performance Domain (parte 2) Program Integration Management Ѵ Ѵ Today 06/03/2014 1 PDU (registration on http://pmi-rome.org ) Linkedin group: PMI Rome Italy Chapter Program Integration Management Program Scope Management Program Scope Management 20/03/2014 3

Objectives Diffondere le best practices di program management Acquisire i concetti di governance applicata alla gestione di programmi Apprendere il funzionamento del ciclo di vita del programma Commentare insieme l applicazione dello Standard PMI 4

References PMI, The Standard for Program Management - Third Edition (2013) - 5

Contents Program Management Performance Domanins Program Governance Program Life Cycle Management Question time Recap & Lesson learned 6

Program Management Performance Domains Program Management Performance domains are complementary groupings of related areas of activity, concern, or function that uniquely characterize and differentiate the activities found in one performance domain from the others within the full scope of program management work. The Standard for Program Management - Third Edition, pag 17 7

Program Management Performance Domains Program Strategy Alignment: Identifying opportunities and benefits to achieve the organization s strategic objectives through program implementation. Program Benefits Management: Defining, creating, maximizing, delivering, and sustaining the benefits provided by the program. Program Stakeholder Engagement: Capturing and understanding stakeholder needs, desires, and expectations and analyzing the impact of the program on stakeholders, gaining and maintaining stakeholder support, managing stakeholder communications, and mitigating/channeling stakeholder resistance. The Standard for Program Management - Third Edition, pag 18 8

Program Management Performance Domains Program Governance: Establishing processes and procedures for maintaining program management oversight and decision-making support for applicable policies and practices throughout the course of the program. Program Life Cycle Management: Managing all of the program activities related to program definition, program benefits delivery, and program closure. The Standard for Program Management - Third Edition, pag 18 9

Contents Program Management Performance Domanins Program Governance Program Life Cycle Management Question time Recap & Lesson learned 10

What Program Governance covers the systems and methods by which a program and its strategy are defined, authorized, monitored, and supported by its sponsoring organization. Program Governance may also refer to the systems and methods by which a program team monitors and manages the component projects and subprograms that are being performed to support the program. 11

Who Program Governance is achieved through the actions of a review and decision-making body that is charged with endorsing or approving recommendations made regarding a program under its authority. The program governance board is responsible for providing appropriate support for conduct of a program. The program manager has the important responsibility of managing a program s interactions with the program governance board. 12

Effective Program Governance 1/3 Establishing clear, well-understood agreements as to how the sponsoring organization will oversee the program, and conversely, the degree of autonomy that the program will be given in the pursuit of its goals; Ensuring that the goals of the program remain aligned with the strategic vision, operational capabilities, and resource commitments of the sponsoring organization; Endorsing and enabling the pursuit of program components, including projects, subprograms, and other program work; 13

Effective Program Governance 2/3 Creating a venue for communicating program risks and uncertainties to the organization; Creating a venue for communicating and addressing issues that arise during the course of program performance; Conducting periodic organizational reviews of the progress of the program in delivering its expected benefits, thereby enabling the organization to assess the viability of the program s (and the organization s) strategic plan and the level of support required to achieve it; 14

Effective Program Governance 3/3 Providing a centralized venue for establishing, assessing, and enforcing program conformance with organizational standards; Facilitating the engagement of program stakeholders by establishing clear expectations for each program s interactions with key governing stakeholders throughout the program. 15

Program Governance Standard Practices Program Governance Boards Program Governance Board Responsibilities Relationship between Program Governance and Program Management Common Individual Roles Related to Program Governance Program as Governing Bodies: The Governance of Program Component Other Governance Activities that Support Program Management 16

Program Governance Boards Are responsible for defining and implementing appropriate governance systems and methods. Ensure that programs are pursued in an environment that is rich with appropriate organizational knowledge and expertise, well supported by cohesive policies and efficient processes, and empowered by their access to those with decision-making authority. Are usually composed of executive-level stakeholders who have been selected for their strategic insight, technical knowledge, functional responsibilities, operational accountabilities, responsibilities for managing the organization s portfolio, and/or abilities to represent important stakeholder groups. 17

Program Governance Board Responsibilities 1/2 Program Governance and the Vision and Goals of the Organization Program Approval, Endorsement, and Initiation Program charter approval. Program business case approval. Program Funding Establishing a Program Governance Plan Program Goals Summary Structure and Composition of the Program Governance Board Definitions of Individual Roles and Responsibilities Planned Governance Meetings Planned Phase-Gate Reviews Component Initiation Criteria Component Closure or Transition Criteria Periodic Health Checks Phase-gate Issue Escalation Process 18

Program Governance Board Responsibilities 2/2 Program Success Criteria, Communication, and Endorsement. Approving Program Approach and Plans Program Performance Support Program Program Reporting and Control Processes Program Quality Standards and Planning Monitoring Program Progress and the Need for Change Phase-Gate and Other Decision-Point Reviews Approving Component Initiation or Transition Program Closure 19

Relationship between Program Governance and Program Management The relationship between the program manager and members of the program governance board should be grounded in the mutual pursuit of shared organizational goals and shared responsibilities for ensuring that the goals are sustainable and can be efficiently and effectively realized. 20

Common individual roles related to Program Governance Program Sponsor Program Governance Board Members Program Manager Project Manager Program Team Members 21

The governance of program components Program managers and program teams may become responsible for a governance function that is often referred to as component governance. Program managers are responsible for defining the systems and methods by which their program s component projects and subprograms will be monitored and managed. Program managers may assume responsibility for establishing a governing framework to manage component projects and subprograms within the parent program. 22

Other Governance activities that support Program Management Program Management Office. Program Management Information System Program Management Knowledge Management Program Management Audit Support Program Management Education and Training 23

Contents Program Management Performance Domanins Program Governance Program Life Cycle Management Question time Recap & Lesson learned 24

Program Life Cycle Management Program Definition: Program definition activities typically occur as the result of an organization s plan to fulfill strategic objectives or achieve a desired state within an organization s portfolio. The primary purpose of the program definition phase is to progressively elaborate the strategic objectives to be addressed by the program, define the expected program outcomes, and seek approval for the program. Program Benefits Delivery: Throughout this iterative phase, program components are planned, integrated, and managed to facilitate the delivery of the intended program benefits. Program Closure: The purpose of this phase is to execute a controlled closure of the program. 25

Program Definition Phase Program Formulation Secure Program Financing Initiate studies and estimates of scope, resources, and cost Develop an initial risk assessment Develop a program charter and roadmap Program Preparation Establishing a governance structure Deploying the initial program organization Developing a program management plan 26

Program Benefits Delivery Component Planning and Authorization: includes the activities needed to integrate the component into the program to position each component for successful execution; provides guidance for processes leading to component authorization. Component Oversight and Integration: components provide status and other information to the program manager and to their associated components so their efforts may be integrated into and coordinated with the overall program activities. Without this step benefits may not be realized without the coordinated delivery. Component Transition and Closure: Prior to the end of the program benefits delivery phase, all component areas are reviewed to verify that the benefits were delivered and to transition any remaining projects and sustaining activities. 27

Program Closure Phase Program Transition: Prior to program transition, the governance board is consulted to determine whether: 1. the program has met all of the desired benefits and all transition work was performed within the component transition; 2. there is another program or sustaining activity that will oversee the on going benefits for which this program was chartered. Program Closeout: The program is formally closed by either cancelling the program or receiving formal closure acceptance from the program governance board and/or program sponsor that the program has achieved its objectives. Successful completion of the program is judged against the actual business case and the current goals of the program. 28

Mapping Program Life Cycle to program Supporting Processes 29

Contents Program Management Performance Domanins Program Governance Program Life Cycle Management Question time Recap & Lesson learned 30

Question time 31

Contents Program Management Performance Domanins Program Governance Program Life Cycle Management Question time Recap & Lesson learned 32

Lesson Learned La Governance di un programma assicura che le decisioni prese siano allineate con la strategia dell organizzazione. La Governance assicura che le risorse dell organizzazione siano utilizzate in maniera efficace in modo da massimizzare i benefici attesi con l esecuzione del programma. Il ciclo di vita del programma abilita ad un approccio strutturato della gestione del programma 33

Contents Giancarlo Duranti, PMP, CBAP email: giancarlo@giancarloduranti.com mobile: +39 366 708.5530 LinkedIn public profile: http://www.linkedin.com/in/giancarloduranti LinkedIn PMI Rome page: PMI Rome Italy Chapter 34

Save the date 35