Program Lifecycle and Benefits Management

Program Life Cycle and Benefits ManagementBenefits Management

© Mahindra Satyam 2009

Program Component Overlap

Project 6

Project 5

Project 6

Project 4Initial

Program L l W k

Integration

Project 2

Project 3Level Work

Project 1

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Program Life Cycle and Governance

P G

Delivery of

Program Governance

Pre-Program Preparation

Program Closure

Delivery of Program Benefits

Program Setup

Program Initiation

G1 G2 G3 G1

Program Life Cycle

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Phase-gate Reviews

• Program and its constituent projects are still relevant and are aligned with the

organization strategyorganization strategy

• Expected benefits are in line with the Business Case

• Level of risk remains acceptable to the organization

• Generally accepted good practices are being followed

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Phase 1 - Pre-Program Preparations

• Understanding the strategic benefits of the program

• Developing a plan to initiate the programDeveloping a plan to initiate the program

• Defining the program objectives and their alignment with the Organization goals

• Developing a business case demonstrating an understanding of the needs,

business benefits, feasibility and justification of the program

• Agreeing to "check-points" throughout the program, to ensure it is on track.

Preparing the ground work for initiating the program

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Phase 2 - Program Initiation

• Approval to proceed to next program phase

• Preparation of Program Charter or Program MandatePreparation of Program Charter or Program Mandate

• Identification of suitable business change managers

• Identification of potential members of the program board

• Identification of key stakeholders and their expectations and interests

• Identification of candidate projects and other program components

A i t t f ti d P M• Appointment of executive sponsor and Program Manager

• Creation of infrastructure to manage the program

• Identification and commitment of key resources for setting up the programy g p p g

Define how the program can be structured and managed in greater detail

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Program Charter

• Justification

• Vision

• Strategic fit• Strategic fit

• Outcomes

• Scope

• Benefit Strategy

• Assumptions and constraints

• Components

• Risks and issues

• Time scale

• Resources neededResources needed

• Stakeholder considerations

• Program Governance

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• Initial high-level road-map

Program approval – Typical criteria

• Desired outcomes

• Benefits analysis including plans for realizationBenefits analysis, including plans for realization

• Strategic fit within the organization's long term goals

• Total available resources (e.g. funding, equipment, people)

• Estimated time scale, costs and effort required

• Inherent risks

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Phase 3 - Program Setup

• Aligning the mission, vision and values for the program with the organization

objectivesobjectives

• Developing an initial detailed cost and schedule plan to start the program and

outline plans for the subsequent stages

• Feasibility studies – techical, economic, ethical

• Establishing rules for make-buy decisions and sub-contracting

D l i hit t t h th j t ill lt i i d• Developing a program architecture to map how the projects will result in required

benefits

• Developing a business case for each component projectp g p p j

• Communicating with stakeholders and getting support

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Progressively elaborate the Program Charter and develop / approve the

Program Management Plan

Program Architecture

• Program-specific governance areas such as processes and procedures

• Program-specific tools and techniquesProgram specific tools and techniques

• Program Management Office

• Program facilities

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Program Management Plan

• End result and expectations

• SchedulesSchedules

• Budgets

• Risks and issues

• Dependencies, assumptions and constraints

• Management and execution processes for program and its components

P t• Procurement

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Phase 4 - Delivery of Program Benefits

• Establishing a project governance structure to monitor and control the projects• Initiating the projects in order to meet program objectives• Ensuring components deliverables meet the requirements• Ensuring components deliverables meet the requirements• Analyzing progress to plan• Identifying environmental changes which may impact the program management

or its anticipated benefits• Ensuring that shared resources, common activities and other dependencies

across the components are coordinated• Identifying risks and ensuring appropriate actions have been taken to manage

positive and negative riskspositive and negative risks• Identifying issues and ensuring corrective actions are taken• Measuring benefits realization• Reviewing change requests and authorizing additional work as appropriate

M i t i i th h ld d i iti ti ti ti h lt t• Maintaining thresholds and initiating corrective action when results are not delivered per expectations

• Communicating with stakeholders and with the program governance boards

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Program Life Cycle and Benefits Management

Pre-Program Preparation

Program Closure

Delivery of Program Benefits

Program Setup

Program Initiation

G1 G2 G3 G1

Program Benefits Management

Benefits

Benefits Identification

Benefits Analysis & Planning

Benefits Realization

Benefits Transition

• Identify and qualify business benefits

• Derive and prioritize components

• Derive benefits

• Monitor components

• Maintain benefits register

• Consolidated coordinated benefits

• Transfer theDerive benefits metrics

• Establish benefits realization plan and monitoringM b fit i t

register• Report benefits

Transfer the ongoing responsibility

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• Map benefits into program plan

Delivering and Managing Benefits

• Benefits realization planning

• Aligning benefits with organization strategic goalsAligning benefits with organization strategic goals

• Identifying interdependencies between benefits

• Metrics and mesaurement

• Benefits delivery scheduling

• Assigning responsibility for benefits delivery

R li i b fit t ki d h dli i• Realizing benefits, tracking progress and handling variances

• At the end of the program, comparing benefits delivered with the plan and

business case

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Phase 5 – Program Closure

• Review the status of benefits with the stakeholders

• Disband the program infrastructure organization and teamDisband the program infrastructure, organization and team

• Ensure appropriate re-deployment of human and physical resources

• Provide customer support for guidance and maintenance

• Document lessons learned

• Provide feedback and recommendations on identified changes beyond the scope

f thof the program

• Store and index program documentation

• Manage any required transition to operationsg y q p

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Execute a controlled closedown of the program

Benefits Sustainment

• Development and deployment of support infrastructure and resources

• Customer support organizationCustomer support organization

• Ongoing benchmarking of support services

• Training for support staff

• Managing the post-production life cycle

• Managing changes to the deployed product

R i / t f iliti d• Repair / return facilities and processes

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Program Lifecycle and Benefits Management

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