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Program and PMO: SAFe Scales to the C Suite
PMConnection Articles

San Diego, California. October 2, 2019. Global SAFe Summit


I sat anxious in the crowd of 2,100 people. The stage was empty and the lights were dimmed but I was in awe of the incredible investment in the video screens that spanned the entire front of the coliseum. They had to be 30 feet tall! The music system was cranked and I felt as if the concert was about to get started. It reminded me of that commercial from years ago; "Our rocskstars are not like your rockstars".

 

But I wasn't at this event for the hype of the "show". I was there to learn the latest incremental advances with respect to scaling agile. The intent is to share that information with the rest of my organization, so we can help our clients deliver value more quickly. I was also there and to share some of my learnings over the years with other attendees.

 

First up to speak was the CEO of Scaled Agile, Mr. Chris James. This guy is pretty cool. I don't recall a lot of what he said, but I captured some numbers. There were 570 companies represented at the event as well as 35 different countries. The company that I work for MI-GSO|PCUBED was one of 78 different partners who were in attendance. One additional stat to mention is that I am one of nearly 600 people around the world who hold the SPC [SAFe Program Consultant] certification.


The final statistic to mention is the fact that as of this article, ½ Million people have been trained on Scaled Agile Framework. That's a pretty impressive number!! Pictured below is Chris James, CEO of Scaled Agile.

 

The next speaker was Mr. Dean Leffingwell. He is the Co-founder of Scaled Agile and the Chief Methodologist.


I wasn't prepared for what came next; SAFe version 5.0. To give you a little background I have been working with SAFe, the Scaled Agile Framework since 2016. I have always found the framework valuable for helping align the various programs and teams that I work with towards a common goal. In that time, I have seen the framework get updated twice. But they were minor, incremental changes. Given my background in business management and portfolio management, I always felt that the Scaled Agile Framework was a little "soft" at the top. In other words lacking some processes and templates to truly guide and organization from the top down. But not anymore!

 

You will notice from the screenshot of the SAFe Big Picture for 5.0, there is now a blue band at the top for Business Agility. At this point, I sat up straight in my seat. Dean had my attention for sure! He went on to explain the number of many, and I mean MANY enhancements to the Big Picture.


Again, let me try to put this into perspective, if I held up the previous two versions of the SAFe Big Picture, you would be hard pressed to find the differences. But one glance in comparing this 5.0 version to its predecessor it would be easy to spot many variances.

I won't even begin to highlight some of the changes, there are just too many for this article. But what I will share is that this dawned on me; this picture has become rather complex to ME….someone who has been practicing and training on this topic for years. How on earth would a new user get their head around all of this? Or even worse yet, where do I begin in advising the next executive that SAFe really does work and will help their organization?

 

It was about this time in the presentation that it was revealed that a new tab had been added to the "Configurable" Big Picture. It is the 'Overview' tab:

This is it! A more simplistic view that shows at a high level how SAFe puts the customer in the center and the various benefits it offers at a high level. And just like the Big Picture view, this is not just an image. This page is interactive which allows the user to click on any icon to drill into more details.

At this point in time, SAFe 5.0 is still in Preview mode. However, anyone can access it from this link: https://v5preview.scaledagileframework.com/# I encourage you to click around and learn!!

It was stated that SAFe 5.0 will move to a "Production" state in January.

As I write this article, I guess I shouldn't have been too surprised about this addition of Business Agility. One of the activities that all attendees completed at this SAFe Summit last year (2018) was create a backlog of features or enhancements that could be made to the framework. It was pretty unanimous that Business Agility was a gap. I tip my hat to Scaled Agile; they listened to their customers and responded. I look forward to leveraging some of these new tools found within the drawer of the Business Agility toolbox to assist executives in identifying THEIR customers, what products, services or features they need and how to quickly provide that value while at the same time helping them to build a learning organization that focuses on relentless improvement and an innovative culture.

SAFe has now scaled to the C Suite!

You may also find this article of value; What's New in SAFe 5.0



Note: You may find this book helpful:



Posted by webadmin on Wednesday, November 06 @ 06:25:13 CST (589 reads)
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Program and PMO: Hey Google....Talk to SAFe FAQ
PMConnection Articles


If you have Google Assistant (Google Home, Google Mini or Google Hub) simply say "Talk to SAFe FAQ".

Google will connect to the SAFe FAQ database and ask how to help.

Now simply ask a question like; "What is an iteration?", "What is a Roadmap?", or "What is a System Demo?"

Google will then comb through the latest version of the SAFe Glossary - Scaled Agile Framework Terms and Definitions to find the definition.

For the best experience, it is recommended that you work with the Google Assistant App on your phone or Google Hub so that you can read the term as well as hear the words.





Note: You may find this helpful:

Posted by webadmin on Tuesday, October 01 @ 16:34:55 CDT (306 reads)
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Program and PMO: Top 5 of 2018
PMConnection Articles

Below are the top 5 most visited items from each category within our Research Center for 2018. 

If you missed any previous newsletters, this is a great way to catch up!!


Project Management

1. Is It a Task or a Project? video

2. Build and support exceptional teams

3. Kanban User Cheat Sheet - Agile

4. 126 Construction Project Management Forms and Templates

5. Project Management Salary Survey 2017



Microsoft Planner

1. Conquer time with new features in Microsoft Planner

2. New Features in Planner

3. 5 Smart Tips for Organizing in Microsoft Planner

4. Microsoft Planner: A Change Management Solution for Office 365

5. When is a plan not a plan


 

Microsoft Project

1. How to Put Baseline Information on a MS Project Timeline

2. Are You Using the Team Planner View Feature in Microsoft Project?

3. Add a Calculated Status Indicator to Detail Tasks

4. Newly Released Agile Capabilities in MS Project

5. Using agile alongside waterfall in Project - video

 

 

PMP

1. 200 Free PMP Exam Prep Questions

2. How to Upgrade Yourself to PMBOK Sixth Edition

3. 20 Free PMP Exam Prep Questions

4. 200 Free PMP Exam Prep Questions

5. Agile and PMBOK Guide Sixth Edition - Video

 

 

Program Management and PMO

1. Questions You Should Ask When Implementing a PMO

2. 5 Ways to Bring Project Managers To The PMO

3. PMO Management: The Global Challenge To Stay Relevant

4. 5 Ways To Track PMO Success

5. How to Bulletproof your PMO



Scaled Agile Framework

1. Epic Lean Business Case Template

2. Value Stream Definition Template

3. Team Roster Template

4. Foundations of the Scaled Agile Framework SAFe 4.5 - Video

5. SAFe Lean Agile Principles

 

 

Project Online or Microsoft Project Server

1. How to Create a Project Online Power BI Center

2. Project Online: Now with Conditional Access 

3. Leading the way with Project Online

4. Template for the perfect General Data Protection (GDPR) rollout - video

5. Moving your PMO to the Cloud - Why You Can't Afford to Miss the Wave - Video

 

 

Portfolio Management

1. Advancements in project portfolio management of technology investments

2. How to Align Projects with Your Organization's Mission, Goals, & Strategies - video

3. 4 Ways to Improve Executive Sponsorship 

4. Keep, Kill, Reconsider - Strategies For Improving Governance

5. How to Scale Your Business        

               

 

Innovation Management

1. A Systems Approach to a Research University's Research and Innovation Strategy

2. Four Steps to an Effective Innovation Process

3. Innovation Management in Swedish Municipalities

4. Some Aspects Regarding the Competitive Innovation Management

5. When Project Management Meets Design Theory

 

 

Great Websites

1. AlchemyWorks Projects 

2. VivifyScrum - Agile Project Management Tool

3. Project Management Qualifications

4. Free Business Documents Templates

5. The Stable Workshop



Note:
You may find this helpful:


Posted by webadmin on Monday, January 07 @ 15:53:52 CST (4275 reads)
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Program and PMO: DAD vs SAFe vs Scrum
PMConnection Articles


The following table has been developed to quickly compare the three different methodologies of DAD, SAFe and Scrum along-side their seven respective domains of; roles, processes, artifacts, benefits, complexity, usage, and tools.


Domain

DAD

SAFe

Scrum

Details

What is DAD?

What is SAFe?

What is Scrum?

Roles

Primary Roles:

• Team Lead

• Product Owner

• Architecture Owner

• Team Member

• Stakeholders

Secondary Roles

• Independent Testers

• Specialists

• Domain  Expert

• Technical Expert

• Integrator

Team:

• Product Owner

• Scrum Master

• Team

Program:D

• Product Management

• Release Train Engineer

• System Architect

Large Solution:

• Solution Management

• Solution Train Engineer

• Solution Architect

Portfolio:

• Lean Portfolio Management

• Epic Owners

• Enterprise Architect

• Product Owner

• Scrum Master

• Team

Processes

Inception      

• Form Initial Team

• Develop Common Vision

• Align with Enterprise Direction

• Explore Initial Scope

• Identify Initial Technical Strategy

• Develop Initial Release Plan

• Secure Funding

• Form Work Environment

• Identify Risks

• Develop Initial Test Strategy

Construction

• Produce a Potentially Consumable Solution

• Address Changing Stakeholder Needs

• Move Closer to a Deployable Release

• Improve Quality

• Prove Architecture Early

Transition    

• Ensure the Solution is Consumable

• Deploy the Solution

Ongoing        

• Grow Team Members

• Govern Delivery Team

• Leverage and Enhance Existing Infrastructure

• Address Risk

• Improve Team Process and Environment

• Coordinate Activities

Portfolio

• Establish Strategic Themes

• Define Epics

• Create Portfolio Backlog

• Create Portfolio Kanban

• Align Budgets to Value Streams

Large Solution

• Define Capabilities

• Create Large Solution Backlog

• Create Large Solution Kanban

• Conduct Solution Planning

• Conduct Solution Demo

Program

• Define Features

• Create Program Backlog

• Create Program Kanban

• Conduct WSJF

• Conduct PI Planning

• Establish PI Objectives

• Conduct System Demos

• Conduct Inspect and Adapt

Team

• Define User Stories

• Create Team Backlog

• Prioritize User Stories

• Create Sprint Backlog

• Execute Sprint

• Conduct Daily Standups

• Conduct Review

• Conduct Sprint Retrospective

• Define User Stories

• Create Sprint Backlog

• Conduct Sprint Planning

Execute Sprint

• Conduct Daily Standups

• Conduct Sprint Review

• Determine if shippable product

• Conduct Retrospective

Artifacts

• Initial Vision and Funding

• Business Roadmap

• Technology Roadmap

• Initial Requirements

• Release Plan

• Initial Architectural Vision

• Iteration Backlog

• Consumable Solution

• Funding and Feedback

 

Portfolio

• Investment Themes

• Business and Architecture Epics

• Portfolio  Backlog

• Portfolio Vision

Metrics

Program

• Product Roadmap

• Vision

• Program Backlog

• Team Backlog

• NFR's

• Architecture Runway

• Business and Architecture Features

• Metrics

Team

• Team Backlog

• Team PSI Objective

• Sprint Goals

• Working Software

• Spikes

• Metrics

• Product Backlog

• Sprint Backlog

• Burn-Down Chart

• Increment

Benefits

• Proven, well documented and flexible

• Clear roles, artifacts and events

• Scalable from 2, 3 or 4 levels

• Hybrid framework

• Flexible

• Phases with milestones support large scale agile delivery

• Geared for individual teams or small organizations

• Easier to implement than DAD or SAFe

• The basis or the foundation in which both DAD and SAFe are built upon

Complexity

Medium

High

Low

Usage

Scalable throughout entire organization – Not prescriptive.

Scalable throughout entire organization – Very prescriptive.

Team Level

Tools

• Microsoft TFS

• Blueprint

• The Enterprise • Transformation Advisor

• MethodPark Stages

• IBM Rational Method Composer (RMC)

• Atlassian - JIRA

• Microsoft - InCycle

• CA Technologies - CA Agile Central

• VersionOne - VersionOne

• Allocable

• One2Team

• Sciforma

• Target Process

• SmartCore

• AgileZen

• VersionOne

• CA Agile Central

• YouTrack

• GitLab

• JIRA



Note: You may find this book helpful:

Posted by webadmin on Tuesday, January 09 @ 00:01:01 CST (20172 reads)
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Program and PMO: Top 5 of 2016
PMConnection Articles


Below are the top 5 most visited items from each category within our Research Center for 2016. 

If you missed any previous newsletters, this is a great way to catch up!!


Project Management

1. Project Assumptions - Podcast 

2. 21 PM Templates for $20

3. Don't Mind Failure: An Interview with the Scientist behind the Mars Rovers

4. Skilling Up for a Project Management Career

5. Scaled Agile Framework White Paper

 

 

Microsoft Project

1. Microsoft Project 2016 Preview: Multiple Timelines

2. Mastering Formulas in Microsoft Project

3. Postponing a Microsoft Project Schedule

4. Using Budget Resources - video

5a. Using the Ribbon in Microsoft Project - Video

5b. 30 Second Report - video

 

 

Microsoft Project Templates

1. Commercial construction project plan

2. Project Management Plan

3. Engineering project Plan

4. Website Development

5. Agile Project Management

 

 

PMP

1. How to prepare for your PMP Exam. Step 7: What to Expect on Your PMP Exam Day - Video

2. The Complete Guide to PMP 35 Contact Hours of Project Management Education

3. How to prepare for your PMP Exam. Step 5: Study Tips and Techniques - video

4. Getting Recertified and Earning PDUs - video

5. What you need to know about the upcoming PMBOK® Guide 6th Edition

 

 

Program Management and PMO

1. A Five-Phase Approach to Launching a PMO

2. How to Set Up Project Management Office - Video

3. Building a PMO that Helps Vendors Work Together

4. Using Project Management Office (PMO) To Improve Project Management Abilities

5. Measuring your way to failure?

 

 

Microsoft Project Server or Project Online

1. 3 new enhancements to Project Online

2. Understanding security in Project Online and Project Server 2013 - Slides 

3. Project Portfolio Dashboard App

4. The Power of Resource Engagements – Project Online

5. Project Online: Server Settings - Missing Security Options

 

 

Portfolio Management

1. Project Portfolio Management defined

2. Project Portfolio Management (PPM) - Video

3. 2016 Project Portfolio Management Trends 

4. Top 10 Reasons for Project Portfolio Management (PPM) Failure

5. Project Evaluation Template         

               

 

Innovation Management

1. Global Dynamics of Innovation and Project Management

2. 10 Rules for Managing Global Innovation

3. How to Get Buy-in and Resources for Enterprise Innovation

4. Innovating vs. Operating

5. Seven Strengths for Innovative Leaders and Teams - Videos

 

 

Great Websites

1. Project Management PrepCast 

2. PM Study Coach

3. Certified PMO Director 

4. Online PM Courses

5. 4PMTI



Note:
You may find this helpful:


Posted by webadmin on Thursday, December 29 @ 10:13:41 CST (4127 reads)
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Program and PMO: Agile Throughout The Enterprise
PMConnection Articles


Tons of Articles, Videos, Podcasts and Templates related to Agile, Kanban and Scrum can be found in our ever growing database.  They can be sorted alphabetically, by date added, by rating or by popularity.  See the full list here.



Note:

You may find this book helpful:

Agile Project Management


Posted by webadmin on Thursday, August 11 @ 12:07:13 CDT (6002 reads)
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Program and PMO: Top 5 of 2015
PMConnection Articles


Below are the top 5 most visited items from each category within our Research Center for 2015. 

If you missed any previous newsletters, this is a great way to catch up!!


Project Management

1              How to Get Started in Project Management

2              10 Signs You’re a Project Manager

3              $ Coaching on Project, Program or Portfolio Management

4              The Common Pains from Poor Project Management

5              Project Management Statistics for 2015

 

 

Microsoft Project

1              10 Signs You Don’t Really Know Microsoft Project - video

2              Microsoft Project - The Most Popular Project Management Software - See Statistics Here

3              Make the switch to Project 2013 – video

4              422 Microsoft Project; Fields, Terms and Definitions

5              Microsoft Project Pro for Office 365: An Overview - video

 

 

Microsoft Project Templates

1              Agile Project Management

2              Commercial Construction

3              Agile Project Plan

4              802.11 Master Development Schedule

5              $ PMP Exam Prep Plan  

 

 

PMP

1              $ PMP Application Template in Excel

2              100 Free Questions

3              How To Get The PMP Certification – Video

4              How PMP’s are making a difference around the world

5              50 Free PMP Exam Prep Questions

 

 

Program Management and PMO

1              6 Steps to a Successful Project Management Office

2              How PMOs can balance time, cost and quality

3              Talent Management: Powering Strategic Initiatives in the PMO

4              Must-Have Practices to Enrich Your PM Capability

5              Your Resources Are Falling Through The Cracks 

 

 

Microsoft Project Server

1              Create your own carousel on the PWA home page!!

2              Free Training on Microsoft Project, Project Online and Project Server

3              Microsoft’s Vision and Roadmap for Work, Project, and Portfolio Management – video

4              Bulk update custom fields and create project sites from a workflow

5              7 Ways to Sustain Adoption of your PPM Solution, Post-Implementation

 

 

Portfolio Management

1              99 Portfolio Management Terms

2              One Page Plan for Successful Portfolio Management

3              Project Portfolio Management Overview - Video2          

               

 

Innovation Management

1              Building innovation into project management

2              Managing Innovation from Concept to Cash

3              5 Ways to Innovate Now

4              Project Management vs Innovation: Friends or Foes? - Slides

5              Managing Your Innovation Portfolio

 

 

Other

1              $ The Goal Calculator



Note: You might find this helpful:


Posted by webadmin on Tuesday, March 01 @ 23:51:23 CST (6690 reads)
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Program and PMO: 84 Program Management Terms
PMConnection Articles

84 Program Management Terms and Definitions
 
- All Free!
- Includes definitions
- Within a searchable database
- No Login Required

See all 84 Project Management Terms and Definitions here:






Note:

Posted by webadmin on Wednesday, December 24 @ 11:55:19 CST (18262 reads)
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Program and PMO: MSP® Glossary Terms and Definitions
PMConnection Articles


Within this database you will find all 84 terms and definitions located with the Managing Successful Programmes Glossary, the 2011 Edition.


Expand your Program Management vocabulary, or if you are studying for one of the MSP® Certification exams, you can use this site like flashcards to help you memorize the definitions.


MSP® Glossary Terms and Definitions here.



Note: You may find this book helpful:

Posted by webadmin on Saturday, December 20 @ 11:35:11 CST (6993 reads)
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Program and PMO: Managing Successful Programs (MSP®) - Book Summary
PMConnection Articles

These are summary notes from the 2011 Edition.



1.       Introduction

1.1.    Purpose of this guide – Represent proven best practices in Program Management

1.1.1.  MSP is based upon 3 core concepts

1.1.1.1.              Principles

1.1.1.2.              Governance Themes

1.1.1.3.              Transformational Flow

1.2.    What is a Program? – A temporary, flexible organization created to coordinate, direct and oversee the implementation of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objective.

1.3.    What is Program Management? – The action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business.

1.3.1.  Program Management aligns e key organization elements:

1.3.1.1.              Corporate Strategy

1.3.1.2.              Delivery mechanism for change

1.3.1.3.              Business-as-usual environment

1.4.    Why use Program Management? – To help organization successfully manage complex change

1.5.    The Program Management Environment

1.6.    Types of Programs

1.6.1.  Vision-led

1.6.2.  Emergent

1.6.3.  Compliance

1.7.    Program Impact – Program Impact Matrix:

1.7.1.  Y Axis

1.7.1.1.               Specification-led

1.7.1.2.               Business Transformation

1.7.1.3.               Political

1.7.2.  X Axis

1.7.2.1.               High

1.7.2.2.              Medium

1.7.2.3.              Low

1.8.    When to use MSP?

1.8.1. See Y axis above, or any time there is high level of complexity or ambiguity

1.8.2.  A program is always planned and managed with an end in mind

1.9.    Best Management Practice Guidance – Lists other publications

1.10.Some MSP Terminology

1.10.1.    Corporate Strategy

1.10.2.    Corporate Policy

1.10.3.    Program Governance Strategies

1.10.4.    Program Plans

1.11.How to use this guide

2.       Program Management Principles

2.1.    Introduction – MSP provides a framework for understanding all programs

2.2.    7 Principles

1.       Remain Aligned to Corporate Strategy

2.       Leading Change

3.       Envisioning and communicating a better future

4.       Focusing on the benefits and threats to them

5.       Adding value

6.       Designing and delivering a coherent capability

7.       Learning from Experience

2.2.1.  Remain Aligned to Corporate Strategy

2.2.1.1.              Program and Business Case must be both robust and flexible

2.2.1.2.              Program Management is agile and adaptive

2.2.2.  Leading Change

2.2.2.1.              Leadership must:

2.2.2.1.1.                     Provide clear direction

2.2.2.1.2.                     Gain trust

2.2.2.1.3.                     Engage stakeholders

2.2.2.1.4.                     Appoint the right people

2.2.2.1.5.                     Live in uncertainty

2.2.2.1.6.                     Solve problem and create novel solutions

2.2.2.1.7.                     Support the transition until new methods are established

2.2.2.2.              The capability that the program will deliver is defined in the Blueprint

2.2.2.3.              Blueprint meets organizations needs

2.2.2.4.              A program is a learning organization

2.2.2.5.              Programs perform better when management assumes an attitude of being learners

3.       Governance Themes

3.1.    Program Organization

3.2.    Vision

3.3.    Leadership and Stakeholder Engagement

3.4.    Benefits Management

3.5.    Blueprint Design and Delivery

3.6.    Planning and Control

3.7.    The Business Case

3.8.    Risk and Issue Management

3.9.    Quality and Assurance Management

3.10.Program Mandate is the first stage of the Business Case

3.11.SRO – Senior Responsible Owner

3.12.BCM – Business Change Manager

3.13.Sponsoring Group

3.14.Program Board

4.       Program Organization

4.1.    Need:

4.1.1.  Roles

4.1.2.  Accountability and Responsibility

4.1.3.  Management and Reporting Structure

4.2.    Program Management is most effective when issues are debated freely and risks are elevated openly

4.3.    Program Board = SRO, Program Manager, BCM

4.4.    Principles for effective leadership

4.4.1.  Create vision of future, communicate and inspire

4.4.2.  Empower decision making

4.4.3.  Commitment and authority to:

4.4.3.1.              Ensure correct resources are available

4.4.3.2.              Influence and engage with stakeholders

4.4.3.3.              Balance program priorities with business

4.4.3.4.              Focus on realization of business benefits

4.4.4.  Skills and experience to actively manage:

4.4.4.1.              Culture and people issues

4.4.4.2.              Finances and conflicting resource demands

4.4.4.3.              The coordination of the projects

4.4.4.4.              Risk identification, elevation and management

4.5.    Sponsoring Group

4.5.1.  Investment decision

4.5.2.  Define direction of the business

4.5.3.  Ensure alignment of program with strategic objectives

4.5.4.  Responsibilities of Sponsoring Group

4.5.4.1.              Provide organizational context of Program

4.5.4.2.              Authorizing program mandate

4.5.4.3.              Authorizing program definition

4.5.4.4.              Participate in end of tranch reviews

4.5.4.5.              Authorize funding

4.5.4.6.              Resolve issues between programs

4.5.4.7.              Authorize strategic direction

4.5.4.8.              Authorize the progress

4.5.4.9.              Lead by example to implement values

4.5.4.10.           Provide commitment and endorsement

4.5.4.11.           Appoint SRO

4.5.4.12.           Authorize Vision Statement

4.5.4.13.           Authorize delivery and sign off

4.6.    SRO

4.6.1.  Responsibilities of SRO

4.6.1.1.               Create and communicate vision

4.6.1.2.               Provide leadership and direction

4.6.1.3.              Secure investment

4.6.1.4.              Ensure program delivers capability, achieves outcome and realizes benefit

4.6.1.5.              Establish governance

4.6.1.6.              Ensure viable business case

4.6.1.7.              Interface with stakeholders

4.6.1.8.              Monitor strategic risks

4.6.1.9.              Maintain alignment with organizational strategy

4.6.1.10.           Assurance and Audit reviews

4.6.1.11.           Ensure program is organized properly

4.6.1.12.           Appoint, Chair and set priorities for program board

4.6.2.  Key attributes of a SRO

4.6.2.1.              Have seniority for the responsibilities and accountabilities of the role

4.6.2.2.              Be proactive and visible as the driving force behind the Program

4.6.2.3.              Possess strong leadership and decision making skills

4.7.    Program Board – Established by the SRO

4.7.1.  Responsibilities of the program board

4.7.1.1.              Define acceptable risk profile and threshold

4.7.1.2.              Ensure program delivers within boundaries

4.7.1.3.              Resolve conflicts between projects

4.7.1.4.              Assure integrity of benefits profile and realization plan

4.7.1.5.              Maintain focus on Blueprint

4.7.1.6.              Provide assurance for operational stability and effectiveness through delivery cycle

4.7.2.  Membership of program board

4.7.2.1.              SRO

4.7.2.2.              Program Manager

4.7.2.3.              BCM

4.7.2.4.              Optional:

4.7.2.4.1.                     Project Executives

4.7.2.4.2.                     Representatives from corporate function (like Finance)

4.7.2.4.3.                     Lead supplier

4.8.    Program Manager – Responsible for leading, managing, set up of the program, delivery of capability, realization of benefits, closure of program.  Business Change Manager – Responsible for benefits realization via their adoption.

4.8.1.  Responsibilities of the Program Manager

4.8.1.1.              Day to day management

4.8.1.2.              Agent on behalf of SRO

4.8.1.3.              Plan, design, and monitor progress

4.8.1.4.              Develop and implement governance framework

4.8.1.5.              Coordinate projects and interdependencies

4.8.1.6.              Manage Risks and Issues

4.8.1.7.              Maintain integrity of Program

4.8.1.8.              Manage budget

4.8.1.9.              Facilitate appointment of individuals to teams

4.8.1.10.           Ensure output of project meets program requirements

4.8.1.11.           Facilitate development of Blueprint

4.8.1.12.           Manage Blueprint – Ensure capabilities delivered align

4.8.1.13.           Manage performance of program team

4.8.1.14.           Maximize allocation of resources and skills

4.8.1.15.           Manage suppliers

4.8.1.16.           Manage communication with Stakeholders

4.8.1.17.           Initiate intervention when gaps found

4.8.1.18.           Report progress to SRO

4.8.2.  Key attributes of a Program Manager

4.8.2.1.              Ability to work positively with individuals and groups

4.8.2.1.1.                     Program Management Team

4.8.2.1.2.                     Senior Managers

4.8.2.1.3.                     Project Team Members

4.8.2.1.4.                     Third Party Service Providers

4.8.2.2.              Seniority to take on responsibilities required by the role

4.8.2.3.              Strong leadership and management skills

4.8.2.4.              Understanding of wider objectives of Program

4.8.2.5.              Credibility within program and ability to influence

4.8.2.6.              Good knowledge of techniques for planning, monitoring and controlling programs, including risk management

4.8.2.7.              Good knowledge of project management approaches

4.8.2.8.              Good knowledge of budgeting and resource allocation procedures

4.8.2.9.              Ability to find innovative ways to solve or pre-empt problems

4.9.    Business Change Manager (BCM) – Responsible for realizing the benefit by embedding capability into business operations.  Requires intimate knowledge of and credibility in operational business

4.9.1.  Responsibilities of BCM

4.9.1.1.              Primarily benefits focused

4.9.1.2.              Represents business and SRO for:

4.9.1.2.1.                     Defining the benefits

4.9.1.2.2.                     Defining the future state of business area

4.9.1.2.3.                     Assess progress towards realizing benefits

4.9.1.2.4.                     Achieve measured improvement

4.9.1.2.5.                     Monitor performance

4.9.2.  Key attributes of the BCM

4.9.2.1.              Drawn from relevant business area

4.9.2.2.              Ongoing operational responsibilities within the business area

4.9.2.3.              Have the confidence of senior management

4.10.Business Change Team – Group that could be formed to help the BCM by guiding stakeholders through the change cycle.

4.11.Program Office

4.11.1.    Plays two roles:

4.11.1.1.           Provide support and guidance to the projects and initiatives

4.11.1.2.           Be the home for governance and control. Includes:

4.11.1.2.1.                 Standards

4.11.1.2.2.                 Approvals

4.11.1.2.3.                 Financial monitoring

4.11.1.2.4.                 Assurance

4.11.1.2.5.                 Health Checks

4.12.Program Assurance – Assess certain aspect of program to generate confidence that program is on track

4.13.Additional Governance Roles

4.13.1.    Risk Manager

4.13.2.    Program Accountant

4.13.3.    Design Authority – Some specific SME area

4.13.4.    Benefits Realization Manager

4.13.5.    Procurement Expertise

4.13.6.    Communication Manager

4.13.7.    Resource Manager

4.14.Implementing and Managing the program organization

4.14.1.    There is no one exact organizational model that will fit all programs

4.15.Program Organization within Transformational Flow – Leadership style could vary over the life of a program:

4.15.1.    Identifying a Program

4.15.1.1.           Best led by facilitating, guiding and offering suggestions

4.15.2.    Defining a Program

4.15.2.1.           Style must drive the coordination and ensure best elements emerge from design

4.15.2.2.           Organizational structure document is the output

4.15.3.    Managing the Tranches

4.15.3.1.           Focus is on outcome and delivery

4.15.3.2.           Instructive leadership style is best

4.15.4.    Delivering the Capability

4.15.4.1.           Project Management Skills applied here

4.15.4.2.           The SRO shouldn’t get too involved

4.15.4.3.           BCM satisfied that completed work will deliver benefits

4.15.5.    Realizing the Benefits

4.15.5.1.           Focus is on:

4.15.5.1.1.                 Communications

4.15.5.1.2.                 Preparing organization for change

4.15.5.2.           Skills needed – Business Analyst, Planning, Training

4.15.6.    Closing a Program

4.15.6.1.           Close the program and ensure benefits

4.15.6.2.           Management Style:

4.15.6.2.1.                 Get the job done

4.15.6.2.2.                 Analyze results

4.15.6.2.3.                 Deal with people issues

5.       Vision

5.1.    Introduction – A picture of a better future

5.2.    Characteristics of a Good Vision Statement

5.2.1.  Written as a future statement

5.2.2.  Understood by stakeholders – easy to communicate

5.2.3.  Written with broadest grouping of stakeholders as the audience

5.2.4.  Engages the heart as well as the head

5.2.5.  Sets out current reality as part of justification for change

5.2.6.  Matches degree of transformation change with boldness of vision conveyed

5.2.7.  Avoids target dates

5.2.8.  Described as desired future

5.2.9.  Verifiable, but without too many performance targets

5.2.10.    Flexible to remain relevant

5.2.11.    Provides context and direction for Blueprint

5.2.12.    Short and memorable, but relevant

5.3.    Developing and Maintaining the Vision Statement

5.3.1.  Developed by SRO and a select few

5.3.2.  Included in Program Brief

5.4.    Vision within the Transformational Flow

5.4.1.  Identifying a Program – Vision Statement drafted

5.4.2.  Defining a Program – Vision Statement refined

5.4.3.  Managing the Tranches – Act as a beacon.  Used to guide decision making.

5.4.4.  Delivering the Capability – Clear connection for each project initiated

5.4.5.  Realizing the Benefits – Contents of vision statement underpin communication and help motivate change

5.4.6.  Closing a Program – Test is to see if it has been achieved.  Some benefits may remain to be realized.

6.       Leadership and Stakeholder Engagement

6.1.    Introduction – The better the leader, the better the chances of success

6.2.    Nature of Stakeholder engagement and role of leadership - .  Must involve stakeholders

6.3.    Leadership

6.4.    Business Change Management

6.5.    Communications with the projects and other programs

6.6.    Steps involved in Stakeholder Engagement

6.6.1.  Identify Stakeholders – Who

6.6.2.  Create Stakeholder Profiles – Why and what

6.6.3.  Define stakeholder engagement strategy - How

6.6.4.  Planning the engagement – When.  Engagement is more active and embracing than communications. 

6.6.4.1.              Objectives of communications process

6.6.4.1.1.                     Keep awareness and commitment high

6.6.4.1.2.                     Ensure expectations do not drift out of line

6.6.4.1.3.                     Explain what changes will be made and when

6.6.4.1.4.                     Describe desired future

6.6.4.2.              Core elements of successful communications

6.6.4.2.1.                     Stakeholder identification and analysis

6.6.4.2.2.                     Message clarity and consistency

6.6.4.2.3.                     Effective system of message delivery

6.6.4.2.4.                     Feedback collection system

6.6.4.3.              Stakeholder profiles feed communication plan

6.6.4.4.              Communication Plan should be designed to:

6.6.4.4.1.                     Raise awareness

6.6.4.4.2.                     Gain commitment

6.6.4.4.3.                     Keep informed

6.6.4.4.4.                     Promote key messages

6.6.4.4.5.                     Make communications two way

6.6.4.4.6.                     Understanding of outcome

6.6.4.4.7.                     Promote outcomes

6.6.4.5.              Communication Plan should answer:

6.6.4.5.1.                     What are objectives of each communication

6.6.4.5.2.                     What are the key messages

6.6.4.5.3.                     Who are stakeholders

6.6.4.5.4.                     What information will be communicated

6.6.4.5.5.                     What reaction might stakeholders have

6.6.4.5.6.                     What do we need to be sensitive of

6.6.4.5.7.                     When will each communication be delivered

6.6.4.5.8.                     How much and what detail

6.6.4.5.9.                     What mechanism

6.6.4.5.10.                 How will feedback be encouraged

6.6.4.5.11.                 How will feedback be recorded and reviewed

6.6.5.  Engaging Stakeholders – To Do’s

6.6.5.1.              Engage – Ask….then influence

6.6.6.  Measuring Effectiveness – Results

7.       Benefits Management

7.1.    Introduction – The heart of Program Management.

7.1.1.  Benefit – Measurable Improvement

7.1.2.  Dis-benefit – Measurable decline

7.2.    Alignment of Benefits with Corporate Objectives

7.2.1.  Path to Benefits Realization

7.2.1.1.               Projects create Output

7.2.1.2.               Output builds Capability

7.2.1.3.               Capabilities enable Outcomes

7.2.1.4.               Outcomes realize Benefits

7.2.2.  Programs deliver transformational change as opposed to incremental change

7.2.3.  Benefits management may continue beyond end of Program

7.3.    Benefits Categorization – Benefits should be categorized to ensure a balanced portfolio

o    Why Categorize?

§  Ensure the proper level of risk

§  Reporting and tracking

§  Identify overlaps

§  Track relationship between objectives and benefits

§  Help manage change to priorities

§  Create common set of terminology

§  Enable portfolio level view of benefits

o    Possible categories

§  Value

§  Financial Impact

§  Timeline

§  Level of Risk

7.3.1.  Value – The three E’s is a good starting point for defining benefits:

7.3.1.1.              Economic Benefit

7.3.1.2.              Effectiveness Benefit

7.3.1.3.              Efficiency Benefit

7.3.2.  Financial Impact

7.3.3.  Corporate Objective

7.3.4.  Stakeholder Impact

7.3.5.  Timeline

7.3.6.  Level of Risk

7.4.    Benefits Management Cycle

7.4.1.  Identify Benefits

7.4.1.1.              Use a benefits profile

7.4.1.2.              Possibly consolidate into Benefits Register

7.4.1.3.              Each benefit is assigned to someone

7.4.2.  Plan Benefits Realization

7.4.2.1.              Benefits Attribution

7.4.2.2.              Benefits Validation – should pass 4 critical validation tests

7.4.2.2.1.                     Description – What is the benefit

7.4.2.2.2.                     Observable outcomes – What will be the noticeable difference between pre and post program

7.4.2.2.3.                     Attribution

7.4.2.2.3.1.   Where will benefit arise?

7.4.2.2.3.2.   Can this program claim benefit?

7.4.2.2.3.3.   Is accountability and responsibility clear?

7.4.2.2.4.                     Measurement – How and when will achievement be measured

7.4.2.3.              Benefits Realization Plan – Should be developed along side Program Plan

7.4.3.  Deliver Benefits Realization – 3 Stages

7.4.3.1.              Pre Transition – Establish KPI and Metrics

7.4.3.2.              Transition – BCM – Monitors performance

7.4.3.3.              Post Transition – Benefits reviews at the end of each tranch

7.4.4.  Benefits Reviews – Benefits should be quantifiable and measurable

8.       Blueprint Design and Delivery

8.1.    Introduction

8.1.1.  Vision statement gets expanded into Blueprint

8.1.2.  Blueprint is not concerned with how to get to the future state.  The how is dealt with when designing project dossier.  Project dossier – Different solutions and routes to get to future state

8.2.    Blueprint Design - Blueprint is model of future organization, its practices and processes and the information it requires and the technology that supports its operation. Blueprint provides Target Operating Model.

o    POTI model outlines what should be in Blueprint

§  Processes - business models, operational costs, performance levels

§  Organizational structure - roles, skills

§  Technology - buildings, systems, equipment

§  Information

8.2.1.  Future State – Blueprint shows intermediate future state.  Blueprint describes the elements of the future organization.  It is the combination of these elements that enable outcome.

8.2.2.  Current State and Gap Analysis

8.3.    Designing the Blueprint Delivery

8.3.1. Options analysis

8.3.2. Optimizing the approach

8.3.3. Step changes through tranches

8.3.3.1.              A Tranch:

8.3.3.1.1.                     Made up of one or more projects or activities

8.3.3.1.2.                     Delivers a step change in capability for the organization

8.3.3.1.3.                     Provides a control point at which program can be redirected or stopped

8.3.3.1.4.                     Has it’s own Business Case

8.3.3.1.5.                     The benefit of sequential tranches is the organization can learn from what it has achieved thus far

8.3.3.1.6.                     More difficult when over-lapping

8.4.    Blueprint design and delivery within the transformational flow

8.4.1.  Identify a Program – Document “as is” state (Blueprint)

8.4.2.  Define a Program

8.4.2.1.              After vision statement

8.4.2.2.              Define “To Be” state (Blueprint)

8.4.2.3.              Done in parallel with developing benefits and the projects

8.4.3.  Managing the Tranches – The Blueprint maintains direction and control

8.4.4.  Delivering the Capability

8.4.4.1.               Provides bases for requirements for the projects

8.4.4.2.              Basis for more details in the project briefs

8.4.5.  Realizing the Benefits – The blueprint provides the “as is” state.  This is the baseline to compare against.

8.4.6.  Closing a Program – Success will be measured on whether capability was delivered as defined in Blueprint.

9.       Planning and Control

9.1.    Introduction – Key to success of any transformation Program

9.2.    Program Plan – Key document.  Provides complete picture

9.2.1.  Resources

9.2.2.  Resource Management Strategy and plan

9.2.3.  Risk Management

9.2.4.  Project Dossier

9.2.4.1.              Project Register includes

9.2.4.1.1.                     Description

9.2.4.1.2.                     Requirements and relationship to Blueprint

9.2.4.1.3.                     Specific outputs required

9.2.4.1.4.                     Time Constraints

9.2.4.1.5.                     Dependencies

9.2.4.1.6.                     Anticipated budget

9.2.4.1.7.                     The contribution to program benefit

9.2.4.2.              Project Briefs get built from Project Register entries

9.2.5.  Deadlines and Constraints

9.2.6.  Scheduling – The program treats each project as a black box.  Use Dependency Network.

9.2.7.  Priorities

9.2.7.1.              Procurements

9.2.7.2.              Resource Requirements

9.2.7.3.              Early Benefits Realization

9.3.    Program Control

·              End of tranch review are control points

·               Program delivers benefit through outcome

·               Projects deliver output and capability

9.3.1.  Monitoring and Control Strategy

9.3.1.1.              How will maintain governance

9.3.1.2.              Project starts and stages controlled

9.3.1.3.              Interdependencies managed

9.3.2.  Dependency Management

9.3.2.1.              3 Types of dependencies

9.3.2.1.1.                     Internal – How projects relate to each other

9.3.2.1.2.                     Intra – Tied to another program or corporate portfolio

9.3.2.1.3.                     External – Outside all programs.  Like: Legislation or strategic direction

9.3.3.  Starting Projects

9.3.3.1.              Use Project Brief

9.3.3.1.1.                     Includes

9.3.3.1.1.1.1.          Objective

9.3.3.1.1.1.2.          Scope

9.3.3.1.1.1.3.          Outputs

9.3.3.1.1.1.4.   

Note: You will find this book helpful:


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