Program Management Overview (An Introduction) MODULE STORYLINE In this module, you will be provided with a high-level overview of program management. MODULE LEARNING OBJECTIVES Describe the purpose and benefits of program management Program Management Overview (An Introduction) Copyright © 2004 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Agenda Program Management Definition? Program vs Project Management Program Management Methods

Program Management Definition Program management organizes and guides the delivery of a business capability through multiple projects and releases to achieve a set of business goals. Characteristics of a Program Includes inter-dependent projects that have discrete objectives but are related to the program objectives Strategic in nature and aligned with corporate objectives Assigns ownership and accountability for results Maintains a balance of both business and technical focus Utilizes cross-functional teams to complete projects

Program Management vs. Project Management As the coordinating entity across related projects, program management is related to project management – but is a distinct discipline. The management of a program typically involves the creation of an organization (PMO) with defined roles and varying structure and scope. Program Management Project Management Focused on delivering all projects to achieve combined business results Manages across multiple projects Maintains a strategic focus Risk is viewed across all projects Focused on delivering specific work products for a specific benefit Manages a single, functional project Maintains a tactical focus on deliverables and project outcomes Risk is viewed within the project CONTENT: Program management is more than scaling up the number of projects in a program. To be effective, program management must be linked to the organizations strategy with clear, measurable objectives. A program is only as strong as its weakest link. So, if 90% of the projects are working, but 10% are not working, the program is not 90% successful, but 0% successful. Program management is getting done what you said you would get done at the lowest risk.

Program Management Methods The Program Management Methods focus on planning, mobilizing, and managing a program at a client site with high-quality execution and to achieve a defined value proposition for the client. CONTENT: The vertical bars are the stages of work within a program: Prioritize. Balance the program’s workload by evaluating the priorities of proposed projects with the capacity to perform the work and how the projects align with the overall strategy. Plan. Define the program’s scope, objectives, and structure. Establish the program’s timeline, schedule, and budget. Develop the business case and the stakeholder acceptance approaches. Mobilize. Roll out the program plans by performing detailed design and implementation of program policies, standards, training, work environment, tools, and vendor arrangements. Manage. Run the program according to the Program Management Approaches and Program Plan established during the Plan stage. Monitor program execution and continuously improve the program. The horizontal bars are workstreams defined as a domain or area of work. Workstreams group the tasks usually performed by a team of people with related skill sets. For example, Leadership and Governance defines the structure and objectives for the group guiding the program’s overall goals and determines how best to coach leadership. Program Management Methods Framework

Planning and Mobilizing Activities PM Process Description Demand Management Balances the workload of the program by evaluating the priorities of proposed projects with the capacity to perform the work and the aligning projects with the overall strategy. Leadership & Governance Defines the structure and objectives for the group guiding the overall goals of the program and determines how best to coach leadership. Value Management Defines the business case, value metrics, and value measurement approach for the program. Program Delivery Defines the management approaches, schedule, timeline, budget, scope, and metrics for the program. Can identifies vendors, tools, and resources. Establishes the program management office. Stakeholder Acceptance Identifies and analyzes stakeholder expectations. Determines how to ensure the program results in acceptance by multiple levels of customers. Handles communication of change and confirmation of stakeholder acceptance of the change. Creates initiatives to cultivate program acceptance. CONTENT: Critical areas for planning and mobilizing a successful program: Demand Management.  Balances the workload of the program by evaluating the priorities of proposed projects with the capacity to perform the work and the aligning projects with the overall strategy. Leadership and Governance.  Defines the structure and objectives for the group guiding the overall goals of the program and determines how best to coach leadership. Value Management.  Defines the business case, value metrics, and value measurement approach for the program. Program Delivery.  Defines the management approaches, schedule, timeline, budget, scope, and metrics for the program. Identifies vendors, tools, and resources. Establishes the program management office. Stakeholder Acceptance.  Identifies and analyzes stakeholder expectations. Determines how to ensure the program results in acceptance by multiple levels of customers. Creates initiatives to cultivate program acceptance.

Managing Activities PM Process Description Value Measurement Measures the value achieved by the program against the value expectations set in the business case. Provides ongoing management of the business case. Program Control & Administration Coordinates all program activities, reports, and other deliverables. Manages finances, contracts, record keeping, and knowledge management. Delivery Management Monitors and controls projects under the guidance of the program and manages the release schedule. Quality Management Manages and oversees the program’s adherence to quality processes and standards. Works with stakeholder management to monitor and manage stakeholder expectations and satisfaction. Identifies and acts on opportunities for improvement. Stakeholder Management Monitors and manages stakeholder expectations throughout the life of the program. Monitors the effectiveness of change initiatives and program acceptance and makes adjustments as needed. Resource Management Manages all program resources, including personnel, vendor relationships, physical work environment, facilities, and equipment. CONTENT: Critical areas for successfully managing an existing or newly created program: Value Measurement.  Measures the value achieved by the program against the value expectations set in the business case and provides ongoing management of the business case. Program Control and Administration.  Coordinates all program activities, reports, and other deliverables and manages finances, contracts, record keeping, and knowledge management. Delivery Management.  Monitors and controls projects under the guidance of the program and manages the release schedule. Quality Management.  Manages and oversees the program’s adherence to quality processes and standards and works with stakeholder management to monitor and manage stakeholder expectations and satisfaction. Identifies and acts on opportunities for improvement. Stakeholder Management.  Monitors and manages stakeholder expectations throughout the life of the program and monitors the effectiveness of change initiatives and program acceptance and makes adjustments as needed. Resource Management.  Manages all program resources, including personnel, vendor relationships, physical work environment, facilities, and equipment. The methodology does not cover the following: Selling work to the client Strategic planning and business architecture Long-term planning for transformational change or outsourcing Project-level management

Benefits of Program Management Aligns effort, activities, and deliverables with the corporate mission and business objectives Manages timelines and dependencies across multiple projects to achieve common objectives Allows more senior executive involvement and control over a diverse set of projects Concentrates and leverages management expertise Improves efficiency of resource management and utilization across projects within the program Facilitates early corrective actions and risk management across interdependent projects