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These people form the program organization and work with the program manager to move the program and its projects toward delivering the benefits The structure of the program assists the program manager to lead the project managers and their teams to deliver the program benefits They ll do this by offering program support, communications, benefits measurement, and issue and risk assessment, as well as by providing facilities and technologies to the program management team
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This phase is like my Uncle Lee: it can go on and on for a long time The difference between this program phase and my Uncle Lee, however, is that things are getting done More specifically, the program manager is chartering and initiating projects, plans are being created and executed, and the project deliverables are contributing to the incremental benefits of the program This phase is where the essence of the program is being completed, because the projects within the program are creating their deliverables The larger the scope of the program, the longer and more intense this phase of the program may be There are several iterative activities the program manager and the program management team do during this phase of the program: Initiating the program s projects in a timely manner to meet the program schedule demands Monitoring and controlling the program projects through the program governance procedures Managing the transition of the as-is state of the program to the target state of the program (in other words, getting from the present state to the desired, promised, future state of the program) Working with the appointed project managers to ensure that they are adhering to the uniform project management structure the program demands Performing project scope verification to ensure that the project deliverables are meeting the business and technical requirements Performing scope, time, and cost monitoring and control to ensure that the projects and the program are adhering to the program management plan Monitoring, identifying, and documenting environmental changes or issues that may affect the program management plan, the program projects, or the expected benefits of the program Working with the project managers to ensure that coordinated efforts and dependencies between the projects are scheduled and performing as expected Implementing corrective actions in the program as needed Working with interdependent projects to coordinate resource sharing, activity scheduling, and critical chain management Evaluating and approving program change requests Performing ongoing communications with the program stakeholders Performing risk identification, risk documentation, and risk mitigation where necessary
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3: Introducing the Program Life Cycle
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NOTE Risk mitigation is any effort put forth or monies invested in the risk event to reduce or eliminate the probability and/or impact of the risk event A great, and simple, example of risk mitigation is backing up your computer s dataYou ve reduced the impact of the risk event of your hardware failing by having a backup of the data Of course, risk mitigation can be much more complex, like a disaster recovery plan, expedited materials, and resource leveling, in a program Because these actions are iterative and a program can be made up of many projects, it will take some savvy, consistency, and leadership to coordinate the efforts of the projects within the program The program manager s best tool is communication and that includes the facilitation of communication between project managers In some larger programs, the program management office will work with the program manager to coordinate the communications and activities of the project teams within the program When all s said and done, it s the program manager s (or the PMO s) responsibility to identify the intersection and dependencies of projects and to work with the project managers to ensure smooth transactions among the project team PART I
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