book

Program Management for Improved Business Results

Name: Program Management for Improved Business Results
ISBN: 9780471783541

by Dragan Z. Milosevic, Russ Martinelli, James M. Waddell

April 2007

Intermediate to advanced

576 pages

14h 22m

English

Wiley

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Copyright
Preface
BOOK PHILOSOPHY AND STRUCTURECONTENT OVERVIEWCHAPTER STRUCTUREINDUSTRY EXAMPLES IN APPENDICESHOW TO READ AND USE THIS BOOKREFERENCES
Acknowledgements
Advanced Praise for Program Management for Improved Business Results
I. It's About the Business
1. Demystifying Program Management
1.1. THE "MYSTERY" OF PROGRAM MANAGEMENT1.2. PROGRAM MANAGEMENT DEFINED1.3. PROGRAM MANAGEMENT CHARACTERISTICS1.3.1. Program Management Is Strategic in Nature1.3.2. Program Management Provides a Focal Point for Ownership and Accountability for Business Results1.3.3. Program Management Aligns Functional Objectives to Business Objectives1.3.4. Program Management is Cross-project and Multi-disciplined1.3.5. Program Management Enables Horizontal Collaboration1.3.6. Program Management Requires a Capable Business Leader—The Program Manager1.4. DIFFERENTIATING BETWEEN PROGRAM AND PROJECT MANAGEMENT1.4.1. Summary of Program and Project Management Differentiation1.4.2. Alignment of Objectives—Strategic Versus Tactical1.4.3. Scope of Responsibility1.4.4. Vertical Versus Horizontal Responsibility1.4.5. Work Effort1.4.6. Risk Management1.4.7. Life Cycle Involvement1.4.8. Process Orientation1.4.9. Skills and Capabilities1.5. DIFFERENTIATION BETWEEN PROGRAM AND PORTFOLIO MANAGEMENT1.5.1. Characterizing Portfolio Management1.5.2. Summary of Program and Portfolio Management Differentiation1.5.3. Process Versus Function1.5.4. Determining and Attaining Value1.5.5. Managing Risk1.5.6. Resource Management1.6. DIFFERENTIATING BETWEEN PROGRAM MANAGEMENT AND PRODUCT MANAGEMENT1.6.1. Summary of Program and Product Management Differentiation1.6.2. Organizational Affiliation1.6.3. Primary Areas of Focus1.6.4. Specialist Versus Generalist1.7. DIFFERENTIATING BETWEEN PROGRAM MANAGEMENT AND MANAGEMENT OF MULTIPLE PROJECTS1.8. THE "MYSTERY" OF PROGRAM MANAGEMENT REVISITED1.8.1. What exactly Is Program Management?1.8.2. Is Program Management Just Another Name for Project Management?1.8.3. Are Program Management and Portfolio Management The Same Thing because Both Involve Managing Multiple Projects?1.8.4. Isn't a Program Manager a "Super-Project Manager"?1.8.5. Do We Need Program Management If We Excel in Project Management?1.9. SUMMARY1.10. REFERENCES
2. The Business Case for Program Management
2.1. NEW DAY, NEW PROBLEMS2.2. BUILDING THE CASE FOR PROGRAM MANAGEMENT2.2.1. Integrating the Business Model Elements2.2.2. Aligning Business Strategy and Execution2.2.3. Taming the Fuzzy Front End2.2.4. Managing the ROI2.2.5. Managing Complexity2.2.6. Accelerating Time to Money2.2.7. Mitigating Business Risk2.2.8. Navigating the Flat World2.3. PROGRAM MANAGEMENT AS A COMPETITIVE ADVANTAGE2.4. SUMMARY2.5. REFERENCES
3. Aligning Programs with Business Strategy
3.1. THE SYSTEMS PERSPECTIVE3.2. THE INTEGRATED MANAGEMENT SYSTEM3.3. THE STRATEGIC SUBSYSTEM3.3.1. Strategic Management3.3.1.1. Environmental Analysis3.3.1.2. Company Mission3.3.1.3. Strategic Objectives3.3.1.4. Strategies3.3.2. Portfolio Management3.3.2.1. Maximizing the Value of the Portfolio3.3.2.2. Achieving a Balanced Portfolio3.3.2.3. Establishing a Strong Link to Strategy3.4. THE PROGRAM MANAGEMENT SUBSYSTEM3.4.1. Program Management Elements3.4.2. Aligning Program Management Elements with Business Strategy3.5. TACTICAL SUBSYSTEM OF THE INTEGRATED MANAGEMENT SYSTEM3.6. PROGRAM MANAGEMENT AS A COMPETITIVE ADVANTAGE3.7. SUMMARY3.8. REFERENCES
4. Managing and Delivering the Whole Product
4.1. THE WHOLE PRODUCT CONCEPT4.2. USING PROGRAM MANAGEMENT TO DELIVER THE WHOLE PRODUCT4.2.1. Understanding Cross-Project Interdependencies4.2.2. Determining the Level of Development Complexity4.2.3. Selecting the Management Approach4.2.4. Planning the Whole Product Program4.2.5. Executing the Whole Product Program4.3. VIEWING THE WHOLE PRODUCT AS A SYSTEM4.4. SUMMARY4.5. REFERENCES
II. Managing the Program

5. The Program Team
5.1. CRITICAL FACTORS FOR PROGRAM TEAM SUCCESS5.1.1. Fundamental Elements of Program Team Success5.1.1.1. Team Communication5.1.1.2. Cross-discipline and Cross-project Coordination5.1.1.3. Decision Making5.1.1.4. Cross-discipline Problem Solving5.1.1.5. Team-based Risk Management5.2. STRUCTURING THE PROGRAM TEAM5.2.1. The Program Manager5.2.2. The Program Core Team5.2.3. The Extended Team5.2.4. The Role of the Functional Manager5.2.5. The Integrated Nature of the Core Team5.3. EVOLUTION OF A PROGRAM STRUCTURE5.3.1. Beginning with a Functional Team Structure5.3.2. Moving to a Multiple Project Team Structure5.3.3. Evolving to a Coordinated Project Team Structure5.3.4. Implementing the PCT Structure5.4. ACHIEVING BUSINESS RESULTS5.5. SUMMARY5.6. REFERENCES
6. Program Definition and Planning
6.1. PROGRAM DEFINE PHASE6.1.1. Concept Definition and Approval6.1.2. Concept-Definition Process6.1.2.1. Identify the Business, Customer, and Technology Objectives6.1.2.2. Develop the Product Concept6.1.2.3. Conduct the Concept Approval Meeting6.2. BUSINESS CASE DEVELOPMENT AND APPROVAL6.2.1. Program Business-Case Development Process6.2.1.1. Define the High-level Requirements6.2.1.2. Analyze the Risk6.2.1.3. Assess Program Complexity and Strategic Alignment6.2.1.4. Assess Feasibility6.2.1.5. Conduct the Business-Case Approval Meeting6.3. PROGRAM PLANNING6.3.1. The Program Planning Process6.3.1.1. Collect Inputs6.3.1.2. Form the PCT6.3.1.3. Document Detailed Requirements6.3.1.4. Determine Project Scope6.3.1.5. Plan the Projects6.3.1.6. Create the Integrated Master Program Plan6.3.1.7. Update the project plans6.3.1.8. Validate the Program Business Case6.3.1.9. Conduct Implementation Plan Approval Meeting6.4. PROGRAM DEFINITION AND PLANNING PROCESS OVERVIEW6.5. IMPORTANT BEHAVIORS6.6. SUMMARY6.7. REFERENCES
7. Program Execution
7.1. PROGRAM EXECUTION AND THE PLC7.2. PROGRAM IMPLEMENTATION PHASE7.2.1. The Program Implementation Process7.2.1.1. Collect Inputs7.2.1.2. Staff the Extended Program Team7.2.1.3. Document Design Specifications7.2.1.4. Manage Cross-Project Collaboration7.2.1.5. Track and Control Program Progress7.2.1.6. Report Program Progress7.2.1.7. Complete the Program Launch Preparation Checklist7.2.1.8. Conduct Launch Approval Meeting7.3. PROGRAM LAUNCH PHASE7.3.1. Program Launch Process7.3.1.1. Refocus the PCT7.3.1.2. Release the Product, Service, or Infrastructure Capability7.3.1.3. Release Public Announcements and Begin Marketing Campaigns7.3.1.4. Begin Customer and Product Support7.3.1.5. Track and Analyze Early Results7.3.1.6. Conduct Launch Completion Approval Meeting7.4. PROGRAM SUSTAIN PHASE7.4.1. Transfer of Ownership7.4.2. Manage the Business Operations7.4.3. Oversee the Business Objective Achievement7.4.4. Manage Improvements7.4.5. Close Out the Program7.4.6. Conduct the Program Retrospective7.5. PROGRAM EXECUTION PROCESS SUMMARY7.6. IMPORTANT PROGRAM MANAGER BEHAVIORS7.7. SUMMARY7.8. REFERENCES
8. Program Processes
8.1. THE PROGRAM LIFE CYCLE8.1.1. PLC Elements8.1.1.1. The Define Phase8.1.1.2. The Planning Phase8.1.1.3. The Implementation Phase8.1.1.4. The Launch Phase8.1.1.5. The Sustain Phase8.1.2. Special Considerations8.2. SCHEDULE MANAGEMENT8.2.1. Process Elements8.2.1.1. Disaggregate Requirements8.2.1.2. Identify Project Deliverables8.2.1.3. Identify Key Program Milestones8.2.1.4. Develop the Program Map8.2.1.5. Create the Initial Schedule8.2.1.6. Conduct Risk Analysis8.2.1.7. Add Schedule Buffer8.2.1.8. Negotiate Timeline8.2.1.9. Manage to the Schedule8.2.1.10. Control the Schedule8.2.2. Program Implementation8.3. FINANCIAL MANAGEMENT8.3.1. Process Elements8.3.1.1. Develop Financial Estimates8.3.1.2. Determine Financial Feasibility8.3.1.3. Develop Project Budgets8.3.1.4. Integrate the Project Budgets8.3.1.5. Add Budget Reserve8.3.1.6. Negotiate Final Targets8.3.1.7. Manage Program Finances8.3.1.8. Control Program Finances8.3.2. Program Implementation8.4. RISK MANAGEMENT8.4.1. Process Elements8.4.1.1. Risk Identification8.4.1.2. Risk Assessment8.4.1.3. Risk Response Planning8.4.1.4. Risk Tracking and Control8.4.2. Program Implementation8.5. CHANGE MANAGEMENT8.5.1. Process Elements8.5.1.1. Submit Change Proposal8.5.1.2. Assess Change8.5.1.3. Update Plan and Documentation8.5.1.4. Communicate Change8.5.2. Program Implementation8.6. STAKEHOLDER MANAGEMENT8.6.1. Process Elements8.6.1.1. Identify Program Stakeholders8.6.1.2. Perform Stakeholder Analysis8.6.1.3. Develop Stakeholder Management Strategy8.6.1.4. Manage Stakeholders8.6.2. Program Implementation8.7. SUMMARY8.8. REFERENCES
III. Program Management Metrics and Tools
9. Program Management Metrics
9.1. RATIONAL FOR USING METRICS9.2. MEASURING PROGRAM MANAGEMENT EFFECTIVENESS9.3. PROGRAM MANAGEMENT VALUE PYRAMID9.4. THE PMVP MENU OF METRICS9.5. THE NATURE OF THE PMVP9.5.1. Strategic Management Metrics9.5.2. Portfolio Management Metrics9.5.3. Program Management Metrics9.5.4. Project Management and Team Execution Metrics9.6. CUSTOMIZING A METRICS SET9.7. USING METRICS TO IMPROVE BUSINESS RESULTS9.8. SUMMARY9.9. REFERENCES
10. Strategic Program Management Tools
10.1. PROGRAM BUSINESS CASE10.1.1. Developing the Program Business Case10.1.2. Utilizing the Program Business Case10.1.2.1. Time to Prepare10.1.2.2. Benefits10.1.2.3. Advantages and Disadvantages10.2. PROGRAM ALIGNMENT MATRIX10.2.1. Developing the Alignment Matrix10.2.2. Utilizing the Alignment Matrix10.2.2.1. Time to Prepare10.2.2.2. Benefits10.2.2.3. Advantages and Disadvantages10.3. PROGRAM PORTFOLIO MAPS10.3.1. Developing the Portfolio Maps10.3.2. Utilizing Portfolio Maps10.3.2.1. Time to Prepare10.3.2.2. Benefits10.3.2.3. Advantages and Disadvantages10.4. PROGRAM ROAD MAP10.4.1. Developing the Program Road Map10.4.2. Utilizing the Program Road Map10.4.2.1. Time to Prepare10.4.2.2. Benefits10.4.2.3. Advantages and Disadvantages10.5. PROGRAM COMPLEXITY ASSESSMENT10.5.1. Developing the Program Complexity Assessment10.5.1.1. Utilizing the Program Complexity Assessment10.5.1.2. Time to Prepare10.5.1.3. Benefits10.5.1.4. Advantages and Disadvantages10.6. SITUATIONAL USE10.7. IMPROVING BUSINESS RESULTS10.8. SUMMARY10.9. REFERENCES
11. Operational Program Management Tools
11.1. PROGRAM STRIKE ZONE11.1.1. Developing the Program Strike Zone11.1.2. Utilizing the Program Strike Zone11.1.2.1. Time to Prepare11.1.2.2. Benefits11.1.2.3. Advantages and Disadvantages11.2. PROGRAM MAP11.2.1. Developing the Program Map11.2.2. Utilizing the Program Map11.2.2.1. Time to Prepare11.2.2.2. Benefits11.2.2.3. Advantages and Disadvantages11.3. P-I MATRIX11.3.1. Developing the P-I Matrix11.3.2. Utilizing the P-I Matrix11.3.2.1. Time to Prepare11.3.2.2. Benefits11.3.2.3. Advantages and Disadvantages11.4. PROGRAM REVIEW11.4.1. Developing the Program Review11.4.2. Utilizing the Program Review11.4.2.1. Time to Prepare11.4.2.2. Benefits11.4.2.3. Advantages and disadvantages11.5. PROGRAM DASHBOARD11.5.1. Developing the Program Dashboard11.5.2. Utilizing the Dashboard11.5.2.1. Time to Prepare11.5.2.2. Benefits11.5.2.3. Advantages and Disadvantages11.5.2.4. Variations11.5.3. Situational Use11.5.4. Improving Business Results11.5.5. SUMMARY11.6. REFERENCES
IV. The Program Manager
12. Program Manager Roles and Responsibilities
12.1. INVESTING THROUGH THE PROGRAM MANAGER12.2. BUSINESS RESPONSIBILITIES OF THE PROGRAM MANAGER12.3. MANAGING THE BUSINESS12.3.1. Aligning the Program to Strategy12.3.2. Developing and Managing the Business Case12.3.3. Managing the Program Finances12.3.3.1. Managing the Program Cash Flow12.3.3.2. Managing the Cost of Goods Sold12.3.4. Managing the Program Resources12.3.5. Managing Business Risk12.3.6. Managing Intellectual Property (IP)12.3.7. Monitoring the Market12.4. MANAGEMENT, LEADERSHIP, AND THE PROGRAM MANAGER12.5. LEADING THE TEAM12.5.1. Establishing the Program Vision12.5.2. Empowering the PCT12.5.3. Navigating Change and Risk12.6. ATTRIBUTES OF A STRONG PROGRAM LEADER12.7. SUMMARY12.8. REFERENCES
13. Program Manager Core Competencies
13.1. THE PROGRAM MANAGEMENT COMPETENCY MODEL13.2. CUSTOMER AND MARKET CORE COMPETENCIES13.2.1. Customer and Market Enablers13.3. BUSINESS AND FINANCIAL CORE COMPETENCIES13.3.1. Business Enablers13.4. LEADERSHIP CORE COMPETENCIES13.4.1. Leadership Enablers13.5. PROCESS AND PROJECT MANAGEMENT CORE COMPETENCIES13.5.1. Project Management Enablers13.6. COMPETENCY-MATURITY MIX13.7. ALIGNING COMPETENCIES TO BUSINESS STRATEGY13.8. MANAGEMENT OF MULTIPLE PROGRAMS13.9. STAFFING THE PROGRAM MANAGEMENT POSITIONS13.10. PROGRAM MANAGER PERFORMANCE EVALUATION13.11. PROGRAM MANAGER PROFESSIONAL DEVELOPMENT13.12. ORGANIZATIONAL CONSIDERATIONS13.13. SUMMARY13.14. REFERENCES
V. Organizing for Program Management
14. Transitioning to Program Management
14.1. THE TRANSITIONING PROCESS14.2. UNDERSTAND THE TRANSITION14.2.1. Understand the Need for Change14.2.2. Understand That It is Mostly Revolution, Not Evolution14.2.3. Understand Business Factors Driving Change14.2.4. Understand Operational Factors Driving Change14.2.5. To Transition or Not to Transition14.3. EXECUTE THE TRANSITION14.3.1. Management Philosophy14.3.2. Senior Management Sponsorship14.3.3. Transitioning to the Program Management Model with the SECURE Process14.3.3.1. Stage 1: Scope14.3.3.2. Stage 2: Engineer14.3.3.3. Stage 3: Confirm14.3.3.4. Stage 4: Ultraplan14.3.3.5. Stage 5: Realize14.3.3.6. Stage 6: Enhance14.4. CONTINUOUSLY IMPROVE14.4.1. Form an Improvement Team14.4.2. Identify Mechanisms for Improvement Ideas14.4.3. Follow Improvement Process14.5. SUMMARY14.6. REFERENCES
15. The Program Management Office
15.1. THE PROGRAM MANAGEMENT OFFICE15.2. AIMING FOR BETTER BUSINESS RESULTS15.3. PMO VARIATIONS15.3.1. The Project Control Office15.3.2. The Functional Program Office15.3.3. The Enterprise PMO15.4. FUNCTIONS OF AN ENTERPRISE PMO15.5. FUNDAMENTAL ELEMENTS OF THE ENTERPRISE PMO15.5.1. Program Management Organization15.5.2. Operational Management15.5.3. Methods and Processes15.5.4. Program Information System15.5.5. Tools15.5.6. Metrics and Tracking15.5.7. Management Reviews and Reports15.5.8. Competency Training15.6. IMPLEMENTING AN ENTERPRISE PMO15.6.1. Iterative Cycles of Learning and Improving15.6.2. Phase Implementation15.7. IMPLEMENTATION CONSIDERATIONS15.8. IMPROVING BUSINESS RESULTS15.9. SUMMARY15.10. REFERENCES
VI. Industry Case Examples
A. American Shogun
A.1. GETTING STARTEDA.2. THE FOCAL POINT FOR BUSINESS RESULTSA.3. INTERDEPENDENT PROJECTSA.4. BUSINESS GOALSA.5. COORDINATED PLANNINGA.6. COORDINATED MANAGEMENTA.7. ALIGNING EXECUTION WITH STRATEGIC OBJECTIVESA.8. FLEXIBILITYA.9. FINISHING WITH FLYING COLORSA.10. CLOSING
B. ConSoul Software
B.1. COMPANY CONTEXTB.1.1. OverviewB.1.2. HistoryB.1.3. Business StrategyB.1.4. Strategic Program PlanningB.1.5. Organizational StructureB.2. URGENT SILVERBOW TEAM MEETINGB.3. THE SILVERBOW PROGRAMB.3.1. Program StructureB.3.2. The Program ProcessB.3.3. Program Metrics and ToolsB.3.4. Alignment Between Business Strategy and Program ExecutionB.4. WHAT ARE THE SILVERBOW PROGRAM OPTIONS?B.5. MEETING WITH EXECUTIVESB.6. CLOSINGB.7. REFERENCES
C. Planet Orbit
C.1. INTRODUCTIONC.2. PROGRAM BACKGROUNDC.3. PROGRAM ORGANIZATION AND MANAGEMENTC.4. PROGRAM STRATEGYC.5. PROGRAM SCOPEC.6. PROGRAM PROCESSESC.7. PROGRAM METRICS AND TOOLSC.8. READY FOR THE REVIEWC.9. CLOSING
D. General Public Hospital
D.1. INTRODUCTIOND.2. PROGRAM BACKGROUNDD.3. POTENTIAL PROGRAM SCOPE CHANGED.4. TKS PROGRAM TEAMD.5. PROGRAM STRATEGYD.6. PROGRAM PROCESS AND TOOLSD.7. PROGRAM METRICSD.8. PROGRAM CULTURED.9. THE PROGRAM BASELINE REVIEW MEETING
Final Thoughts on Program Management

Content preview from Program Management for Improved Business Results

Chapter 9. Program Management Metrics

Humans know that measures such as the level of their blood pressure, cholesterol, blood sugar, and white blood cells reflect the state of their health. Similarly, program managers know that measures such as time to money, development cost, gross profit margin, and profitability index reflect their programs' health. This chapter deals with performance measures that senior managers, program managers, and project managers need to understand to assess the health of their programs.

It is commonly understood today that one of the key rationales for using metrics is that "what gets measured gets improved." In particular, using performance metrics will help program managers and their sponsors understand how well a program is performing, where and why a program has problems, and tailor actions to eliminate the problems. This will, in turn, improve the program and bring it closer to its goals. Therefore, devising and employing appropriate metrics should aim to improve business results of the organization.

Program metrics not only measure the health of individual programs but also show the effectiveness of program management-related processes, such as strategic management and portfolio management. In this manner, program management metrics are an effective means to integrate and synchronize strategic, portfolio, planning, and execution activities.

We first explain detailed reasons why a program manager needs to utilize metrics with a description of the design ...

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Program Management for Improved Business Results

by Dragan Z. Milosevic, Russ Martinelli, James M. Waddell

Chapter 9. Program Management Metrics

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