What is involved in Program Management
Find out what the related areas are that Program Management connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Program Management thinking-frame.
How far is your company on its Product Portfolio and Program Management PPM journey?
Take this short survey to gauge your organization’s progress toward Product Portfolio and Program Management PPM leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.
To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.
Start the Checklist
Below you will find a quick checklist designed to help you think about which Program Management related domains to cover and 153 essential critical questions to check off in that domain.
The following domains are covered:
Program Management, Business transformation, Change management, Comparison of project management software, Cost overrun, Executive sponsor, Her Majesty’s Government, Industrial engineering, Line management, Office of Government Commerce, Program Manager, Project Management Institute, Project management, Project management office, Project manager, Project stakeholders, Project team, Systems engineering, Value chain, Version control:
Program Management Critical Criteria:
Co-operate on Program Management tactics and look at the big picture.
– Have the proposed strategies been trialled on a small scale (ie, pilot tested) to ensure they are realistic and will produce the desired outcomes?
– Are regular supervision sessions occurring between the people involved in the program and the program co-ordinator and/or management committee?
– Have any other contributing factors emerged from consultations with the target group which were not previously identified?
– Did the change(s) occur evenly across the target group, or did some groups respond differently to others?
– Are any other groups or individuals suitably placed to sustain the program or parts of it?
– Who will require an evaluation report(s) or a report on the implementation of the program?
– Do the expected outcomes justify the level of resources required to run the program?
– What precautions will be undertaken to minimise bias during the collection of data?
– How much time and other resources will be required to market the program?
– Are there any potential stakeholders who might not support the program?
– Is assistance required to further analyse or interpret the findings?
– Are phone calls being returned and conversations being documented?
– What kind of organizational support will help sustain the program?
– Was the program effective in producing significant change(s)?
– Are memos being forwarded and program files kept up-to-date?
– How do you let your manager know you are doing a good job?
– What protocols will be required for the data collection?
– What tasks are required to implement each strategy?
– What set of analyses or comparisons will be made?
– Did the program reach the desired target group?
Business transformation Critical Criteria:
Design Business transformation outcomes and perfect Business transformation conflict management.
– Does Program Management analysis show the relationships among important Program Management factors?
– In a project to restructure Program Management outcomes, which stakeholders would you involve?
– What role does communication play in the success or failure of a Program Management project?
Change management Critical Criteria:
Tête-à-tête about Change management visions and handle a jump-start course to Change management.
– Workforce Change Management How do you prepare your workforce for changing capability and capacity needs? How do you manage your workforce, its needs, and your needs to ensure continuity, prevent workforce reductions, and minimize the impact of workforce reductions, if they do become necessary? How do you prepare for and manage periods of workforce growth?
– The objective of Change Management is to ensure that standard methods and procedures are used, such that changes can be dealt with quickly, with the lowest possible impact on service quality. all changes should be traceable, in other words, one can answer the question, what changed? Do we do this?
– Do you have resources, processes, and methodologies in place to provide training and organizational change management services?
– Have all the major Change Management issues associated with the preferred alternative been identified and discussed?
– Will new equipment/products be required to facilitate Program Management delivery for example is new software needed?
– Does your organization have a preferred organizational change management methodology?
– Are CSI and organizational change underpinned by Kotters change management best practices?
– Do project management and Change Management look the same for every initiative?
– Do changes in business processes fall under the scope of Change Management?
– How effective is your organization with organizational change management?
– What change management practices does your organization employ?
– What is the Change Management process?
– Why do we need Change Management?
– When to start Change Management?
– What is Change Management?
Comparison of project management software Critical Criteria:
Conceptualize Comparison of project management software goals and gather Comparison of project management software models .
– Record-keeping requirements flow from the records needed as inputs, outputs, controls and for transformation of a Program Management process. ask yourself: are the records needed as inputs to the Program Management process available?
– What are your key performance measures or indicators and in-process measures for the control and improvement of your Program Management processes?
– How will you measure your Program Management effectiveness?
Cost overrun Critical Criteria:
Trace Cost overrun management and assess what counts with Cost overrun that we are not counting.
– What are your results for key measures or indicators of the accomplishment of your Program Management strategy and action plans, including building and strengthening core competencies?
– How do you determine the key elements that affect Program Management workforce satisfaction? how are these elements determined for different workforce groups and segments?
– How likely is the current Program Management plan to come in on schedule or on budget?
Executive sponsor Critical Criteria:
Recall Executive sponsor results and oversee implementation of Executive sponsor.
– How can you negotiate Program Management successfully with a stubborn boss, an irate client, or a deceitful coworker?
– In what ways are Program Management vendors and us interacting to ensure safe and effective use?
– Who needs to know about Program Management ?
Her Majesty’s Government Critical Criteria:
Study Her Majesty’s Government engagements and don’t overlook the obvious.
– Who will be responsible for deciding whether Program Management goes ahead or not after the initial investigations?
– What vendors make products that address the Program Management needs?
– What business benefits will Program Management goals deliver if achieved?
Industrial engineering Critical Criteria:
Rank Industrial engineering visions and gather Industrial engineering models .
– Why is Program Management important for you now?
– How can we improve Program Management?
Line management Critical Criteria:
Merge Line management goals and correct Line management management by competencies.
– What tools, resources, and training are required to perform baseline management?
– Do you monitor the effectiveness of your Program Management activities?
Office of Government Commerce Critical Criteria:
Administer Office of Government Commerce quality and get the big picture.
– Among the Program Management product and service cost to be estimated, which is considered hardest to estimate?
Program Manager Critical Criteria:
Co-operate on Program Manager projects and explain and analyze the challenges of Program Manager.
– Management buy-in is a concern. Many program managers are worried that upper-level management would ask for progress reports and productivity metrics that would be hard to gather in an Agile work environment. Management ignorance of Agile methodologies is also a worry. Will Agile advantages be able to overcome the well-known existing problems in software development?
– Have data stewards (e.g.,program managers) responsible for coordinating data governance activities been identified and assigned to each specific domain of activity?
– What new services of functionality will be implemented next with Program Management ?
– Who are the people involved in developing and implementing Program Management?
– Are assumptions made in Program Management stated explicitly?
Project Management Institute Critical Criteria:
Learn from Project Management Institute goals and inform on and uncover unspoken needs and breakthrough Project Management Institute results.
– What tools do you use once you have decided on a Program Management strategy and more importantly how do you choose?
– How would one define Program Management leadership?
– Why are Program Management skills important?
Project management Critical Criteria:
Talk about Project management tasks and drive action.
– How do you merge agile, lightweight processes with standard industrial processes without either killing agility or undermining the years youve spent defining and refining your systems and software process assets?
– Key problem solving knowledge resides with the knowledge workers, and not the manager. So, how do we adapt project management techniques to deal with this key reality?
– Are there implications for the observed success of agile to date that reflects on our larger understanding of organizations and their fundamental nature?
– Just what is a project management office, and how can it help you address the unique project management challenges in your organization?
– Are your current project management and time and expense capture applications outdated and expensive to update and maintain?
– So, if the project no longer needs a detailed master project plan, why does it need a project manager?
– A heuristic, a decision support system, or new practices to improve current project management?
– How are agile principles being applied in large projects and multi-site projects?
– So, how do we adapt project management techniques to deal with this key reality?
– Our project management standards do they support or undermine Risk Management?
– Does Program Management analysis isolate the fundamental causes of problems?
– Does your organization have a Project Management Office (PMO)?
– Can scrum do the same for globally distributed teams?
– What is the meaning of success in this context?
– Are we ready to execute an agile project?
– How familiar are we with Agile project management?
– What is agile project management?
– Velocity -how fast are we going?
– How do we deal with change?
– When does a project begin and end?
Project management office Critical Criteria:
Accommodate Project management office strategies and diversify disclosure of information – dealing with confidential Project management office information.
– What are the key considerations and decisions that must be made to ensure your project management office is appropriate for your organization?
– What are your most important goals for the strategic Program Management objectives?
– What is the purpose of Program Management in relation to the mission?
– Who will provide the final approval of Program Management deliverables?
– Does your organization have a Project Management Office?
Project manager Critical Criteria:
Detail Project manager risks and tour deciding if Project manager progress is made.
– There is lots of discussion about the role of a project manager; whether a project manager is needed in the agile world or not. How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?
– With agile processes promoting the concept of self-directed teams, is there room for the conventional project manager or does this role also need to evolve to suit the principles of the new paradigm?
– How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?
– Do we have these warning signs: This project is not that big and everyone knows what they are doing -why do we need a project manager?
– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?
– What are the actions taken by project managers when leading and implementing a transformational change initiative?
– What processes do project managers and content strategists use to collect content for client websites?
– What are the most important skills practitioners consider make an effective people project manager?
– So, if the project no longer needs a detailed master project plan, why does it need a project manager?
– What project management qualifications does the Project Manager have?
– Do Program Management rules make a reasonable demand on a users capabilities?
– Can project managers measure project status at any point in time?
– What is the necessity of a Project Manager?
– What is the duty of a Project Manager?
– What was the project manager best at?
– Who are the project managers?
Project stakeholders Critical Criteria:
Explore Project stakeholders tactics and define Project stakeholders competency-based leadership.
– What will be the consequences to the business (financial, reputation etc) if Program Management does not go ahead or fails to deliver the objectives?
Project team Critical Criteria:
Give examples of Project team issues and report on the economics of relationships managing Project team and constraints.
– what is the best design framework for Program Management organization now that, in a post industrial-age if the top-down, command and control model is no longer relevant?
– When we say that the traditional project team is not self-organized, no matter how complex the project is, and what level of team we are discussing?
– How do you know that your project team members are following the documented cm processes to establish the baseline and control changes to it?
– Can we say that the traditional project team is not self-organized, no matter how complex the project is, and what level of team we are discussing?
– Is the project using any technologies that have not been widely deployed or that the project team is unfamiliar with?
– Why should a client choose a project team which offers agile software development?
– Are the project teams ready to function within agile project management?
– Project Team: Who will be on the project and for which dates?
– Describe the Leadership and Motivation for the Project Team?
– Did the project team have enough people to execute the project plan?
– Have all basic functions of Program Management been defined?
– Did the project team have the right skills?
Systems engineering Critical Criteria:
Talk about Systems engineering strategies and revise understanding of Systems engineering architectures.
– When we try to quantify Systems Engineering in terms of capturing productivity (i.e., size/effort) data to incorporate into a parametric model, what size measure captures the amount of intellectual work performed by the systems engineer?
– The pp and the semp define the tasks and schedule for the project and the processes that will be followed to produce the deliverables. once the project is underway, how can you track progress against the plan?
– Regarding the way the system is formed and operates and the scale of interest; e.g., are we interested in complexity at the level of atoms or of cells or of organs?
– To apply complexity theory to engineered systems that we have not yet designed, can we predict these features within acceptable accuracy ranges?
– How much testing is necessary in order to expose all the potential failure modes and situations of highly integrated complex systems?
– How to manage the complexity to permit us to answer questions, such as: when have we done enough?
– Does the deployment schedule call for installations at a typically rainy time of year?
– What will happen if there is a loss of key staff or contractor personnel?
– Typical concerns on the design side: what is the required functionality?
– Do the requirements satisfy the intent and all key items of the need?
– What kind of support for requirements management will be needed?
– Who are the stakeholders involved with the system?
– How will functionality be verified and validated?
– How do we compare with the competition?
– How well should the system perform?
– Is the schedule too aggressive?
– Deliver interim releases?
– Where are we today?
– What is a system?
Value chain Critical Criteria:
Inquire about Value chain governance and give examples utilizing a core of simple Value chain skills.
– Are there any disadvantages to implementing Program Management? There might be some that are less obvious?
Version control Critical Criteria:
Have a meeting on Version control adoptions and create a map for yourself.
– How can you experiment with a complex change and benefit from the version control system without making the change public?
– How do senior leaders actions reflect a commitment to the organizations Program Management values?
– Meeting the challenge: are missed Program Management opportunities costing us money?
– How do we know that any Program Management analysis is complete and comprehensive?
– Will you be using a standard naming format and version control?
– How do we improve the way that we use version control?
– What goes under version control?
This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Product Portfolio and Program Management PPM Self Assessment:
Author: Gerard Blokdijk
CEO at The Art of Service | http://theartofservice.com
Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.
To address the criteria in this checklist, these selected resources are provided for sources of further research and information:
Program Management External links:
[PDF]OSHA Safety and Health Program Management …
GHIN Handicap Program Management
Business transformation External links:
OPEX Week: Business Transformation World Summit 2019
Office of Business Transformation
Chaucer – Business Transformation & Programme …
Change management External links:
Strategy Execution and Change Management Consultants – …
5 Types Of Organizational Change – Change Management …
Four Steps to Effective Change Management for HR | TLNT
Comparison of project management software External links:
A Comparison of Project Management Software Tools (PMST)
Cost overrun External links:
Cost Overrun Essays – ManyEssays.com
Cost Overrun Optimism: Fact or Fiction
Executive sponsor External links:
[PDF]Executive Sponsor Form – Health Care in British Columbia
How to Be an Effective Executive Sponsor
How to Use an Executive Sponsor to Close More Deals [FAQ]
Industrial engineering External links:
2018 Industrial Engineering Internships | Internships.com
EPIC Systems Inc | Top Industrial Engineering Companies
Industrial Engineering & Management
Line management External links:
http://Line management is a business term to describe the administration of activities that contribute directly to the output of products or services. In a corporate hierarchy, a line manager holds authority in a vertical (chain of command), and/or over a particular product line. He or she is charged with meeting corporate objectives in a specific functional area or line of business.
Office of Government Commerce External links:
Office of Government Commerce | B.D.’s Last Refuge
Program Manager External links:
J. J. Keller’s HazCom Program Manager: Login
[PDF]Licensing Program Manager I Licensing Program …
National Program Manager Guidances | US EPA
Project Management Institute External links:
Project Management Institute Pittsburgh Chapter – Home Page
PMI – Project Management Institute
EPP | Project Management Institute
Project management External links:
Project Management Institute – Official Site
CCRS | Project Management Institute
Project management office External links:
DET Project Management Office
About PPM – Project Management Office – Purdue University
Project Management Office – Purdue University
Project manager External links:
What is a Project Manager (PM)? – Definition from Techopedia
What is a Project Manager? – CEG
20 Things Every Project Manager Should Know – CEG
Project team External links:
How to Handling Poor Performance on a Project Team
How to Pick Project Team Members | Chron.com
Systems engineering External links:
Systems Engineering and Operations Research
Systems Engineering Services
Integrated Systems Engineering
Value chain External links:
The Innovation Value Chain – CBS News
Welcome to TATA Motors Value Chain Management
enterprisearchitect – Building the Business Value Chain…
Version control External links:
VisualSVN – Subversion-based version control for Windows