This presentation was delivered as part of the corporate training that i conduct. The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.

1. Julen C Mohanty
Program Management

2. DISCLAIMERS
Any Views or Opinions or Procedures or Techniques
showcased in this presentation are solely those of the author
and may not necessarily represent those of the Citigroup.

3. INDEX
 Role Plays
 Assignmen
 Brainstorm
 Case Study
What we will learn today
What is Program management
What is NOT Program Management
Project V/S Program
Why Program Management is required
Relationship Between Program & Project Management
Program Life Cycle
Program Management v/s Project
Management
Program Management Framework
Program Management Value Chain
Program Management Components
Skills Of Program Manager
Program Management Office
Why PMO is required
What activities PMO do
Levels of PMO
Program Life Cycle and Benefits Management
Program Benefits Management – Balanced Score
Card
Program Governance
Program Life Cycle and Stakeholder Management

4. Program management is the process of managing several related projects, often
with the intention of improving an organization's performance
- Program Manager has oversight of the purpose & status of all projects in a Program
- Can use this oversight to support project-level activity to ensure the overall
program goals are likely to be met
- providing a decision-making capacity that cannot be achieved at project level
- Providing the Project Manager with a program perspective when required
- Sounding board for ideas and approaches to solving project issues that have
program impacts
A Program is a group of related projects managed in a coordinated manner to obtain
benefits and control NOT available from managing them individually. Programs may
include elements of related work outside of the scope of the discreet projects in the
program... Some projects within a program can deliver useful incremental benefits to
the organization before the program itself has completed. - PMBoK
What is Program Management

5. In a program there is a need to identify and manage cross-project dependencies
Often the PMO may not have sufficient insight of the risk, issues, requirements,
design or solution to be able to usefully manage these
The Program manager may be well placed to provide this insight by actively
seeking out such information from the Project Managers although in large
and/or complex projects
Program Manager need to communicate with project managers, in order to be
comfortable that the overall program goals are achievable.
An organization should select the group of programs that must take it towards
its strategic aims while remaining within its capacity to deliver the changes
What is Program Management
Without programme management, the projects would be uncoordinated and
not integrated into a final goal.
Program management is the management of all the coordinated projects within
a program

6. What is NOT Program Management
Programs are not simply ‘large projects’
Good project managers may not make good program managers
Programs succeed if component projects succeed
Strong technical team make programs succeed
I am managing 5-6 projects, I am a program manager
I am giving cost saving to the company by different projects, that makes me
successful program manager
Program management is the actual management of the projects and their
day-to-day work

7. Projects deliver outputs, discrete parcels or "chunks" of change; programs
create outcomes.
Project V/S Program
Program is nothing more than either a large project or a set (or portfolio) of
projects.
On this view, a project might deliver a new factory, hospital or IT system. By
combining these projects with other deliverables and changes, their programs
might deliver increased income from a new product, shorter waiting lists at the
hospital or reduced operating costs due to improved technology.
The project manager's job is to ensure that
their project succeeds
program manager, may not care about
individual projects, but is concerned with
the aggregate result or end-state
On this second view, the point of having a program is to exploit economies of
scale and to reduce coordination costs and risks

8. Why Program Management is required
Strategic
Formulation
Value
Management
Project
Management
Operational
Improvement
Pressure
to change
Corporate
Objective
Business
Needs
Strategic
Objective
Expected
Benefits
Expected
Outcome
Proposed
Actions
Proposed
Deliverables
Delivered
Outputs
Enhanced
Capabilities
Realized
Outcomes
Realized
Benefits
Program Management
Driving Force

9. Why Program Management is required
Mission &
Vision
Program Program Program
Project Project
Project
Project
Project
Project
Project
Project

10. Why Program Management is required
• Resources, talent, and expert judgment are shared across the program.
• The isolation of project independence is broken down.
• All projects follow the same rules and policies of the program.
• Collective bargaining, shared procurement, and vendor management are unified.
• Risk and issue management is centralized at the program level.
• Information can be more freely shared.
• Communication stems from the program manager for all project managers.
• Stakeholder management follows a common approach.
• Costs and schedule control is managed from a centralized locale.

11. Assignment 1
Identify Program & Project

12. 1. Bug fixing for a particular module in a software
2. Installing 1000 PC in a company
3. Making 2 KM road
4. Building a house in 2000 Sq ft Land
5. Making a restaurant with 20 seats
6. Building a Sky Scraper
7. Making 5 KM highway road with one water stream & 1 rail line to cross
8. Building menu & billing software for restaurant
9. Making PC & restaurant billing software, to sell as bundle
10. Develop an ERP software from scratch
Assignment 1

13. Initiating Planning Executing
Monitoring
& Control
Closing
- Program Desired Goals
- Benefits
- Management Approach
- Project Risks
- Change Requests
- Change in Baseline (Time, Cost, Quality)
- Issues
Project Management Processes
Projects
Projects
Program Management Processes
Relationship Between Program & Project Management

14. Relationship Between Program & Project Management
Project Management
• Delivery of Product/
Service
• Scope, Cost, Schedule
• Responsible for Quality
of deliverables
Program Management
Portfolio Management
• Sponsored by business
• Ownership of benefits
• Multiple Projects
• Alignment of projects to the overall
program benefits
• Compliance with project management
Standards
• Led by the business
• Business goal alignment
• Business value alignment (risks/ benefits)
• Program Selection
• Portfolio Optimization

15. Relationship Between Program & Project Management
Program management centres on three key themes
Benefits management
Stakeholder management
Program governance
A benefit is the result of a program;
EX: Increased Revenue, Decreased Costs OR the reduction of waste
Benefits management is the sum of the planning, tools, and techniques
The overall management of the activities that define, create, maximize, and sustain the
benefits created by the program.
Stakeholder management is the balance of stakeholder identification, Communication,
leadership, trade-offs, competing objectives, and prioritization of needs and demands
Program governance is the enforcement of the rules and procedures an organization follows
Program governance is the assurance that all program procedures are followed as planned
and expected by the organization, the project managers, and you, the program manager.
Programs offer a means to an end. The end, of course, is the realization of an
organization’s goal, vision, strategy, or mission.

16. Program Life Cycle
Formulation stage
Organization stage
Deployment stage
Appraisal stage
Dissolution stage
Defines the program’s expected benefits through Stakeholder Analysis and the
agreement on the program purpose and objectives, which can include a functional
blueprint. This process is iterative.
Develop the program’s detailed Business Case and Technical Blueprint as well as
operational procedures and structures. This process is iterative with the
formulation.
Delivery of capabilities through the program’s constituent projects and other
actions, including the transition into the business. This is a cyclical process.
Program-level assessment of the benefits realization and evaluation of the success
of the transition to operational benefits. This is also a cyclical process.
Agreement on the timing and grounds for dissolution and implementation of the
closing process, which includes long-term benefits measurement processes.

17. Program Life Cycle
Strategy
Programme
Projects
Operations
Benefits
1st Cycle
Benefits
2nd Cycle
Benefits
nth Cycle
Formulation
Organization
Deployment
Appraisal
Dissolution
LearningLearningPerformance

18. Program Life Cycle
Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Phase Gate Review
Pre-program set up
The program concept is shared, and there’s an organizational effort for program support and
stakeholder buy-in. The program is chartered and the program manager has been identified.
The range of activities in this phase includes:
• Understanding the strategic benefits of the program
• Developing a plan to initiate the program
• Defining the program objectives and their alignment with the organization’s goals
• Developing a high-level 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.
Program Initiation
The program’s scope, schedule, activities, costs, and other planning results are generated.
Program Plan
The “Skeleton” of the program are created. The infrastructure defines how the program and its
projects will operate.

19. Program Life Cycle
Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Phase Gate ReviewProgram Plan
The “Skeleton” of the program are created. The infrastructure defines how the program and its
projects will operate.
Aligning the mission, vision, and values for the program with the organization’s objectives
Developing an initial detailed cost and schedule plan for setting up the program and outline
plans for the remainder of the program
Conducting feasibility studies, where applicable, to assess the proposed program for technical
and economic feasibility, as well as ethical feasibility or acceptability
The program’s projects are initiated, and the project managers and their project teams go
about creating the incremental benefits for the goal of the program.
• Establishing a project governance structure to monitor and control the projects
• Initiating projects in order to meet program objectives
• Ensuring component deliverables meet the requirements
• Analysing progress to plan
• Identifying environmental changes which may impact the program management or its
anticipated benefits
Delivery of Program Benefits

20. Program Life Cycle
Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Phase Gate Review
Closing the program
The program moves through its closure and documentation of its successes and failures.
• Review status of benefits with the stakeholders
• Disband the program organization
• Disband the program team and ensure arrangements are in place for appropriate
Redeployment of all human resources
• Document lessons learned in the organizational database so they can be referenced in
the future by similar programs. Lessons learned are generally expressed as
weaknesses or areas to improve and as strengths and best practices of the performing
organization to be utilized in the future
On-going operations The realized benefits of the program are incorporated
into on-going operations for the performing organization.

21. Strategic
Objectives
Delivered
Output
ProjectManagementValueManagement
ProgramManagement
Sensemaking
Ideation
Elaboration
Planning
Execution
Control
Learning Cycle
Performance Cycle
(Deliver Result)
(Capture Expectations)
Expected
Benefits
Expected
Outcomes
Proposed
Actions
Proposed
Deliverables
Program Management v/s Project Management

22. Program Management v/s Project Management
ANALYZE DESIGN INTEGRATE INSTALL MANAGE
 Technical
analysis
 Service profile
deployment
 Technology
assessment
 Proof of
concept
solutions
 Business
Planning
 Network
architecture
design
 Software
development
lifecycle (SDLC)
 Capacity
Management
 Pre-design &
deployment
analysis
 Equipment
roadmap
 Inventory
 Procurement
 Legacy to new
– HW/ SW
integration
 HW SW roll out
 Network
engineering
 Installation
management
 Testing &
integration
 System
Administration
 Performance
Tuning
 QA & Change
Control
 Maintenance
 Upgrades (SW
HW)
Managed Service
• Preventive &
Corrosive
maintenance
• Service EquipmentProject Management
Program Management
Consulting Planning Deployment/ Post-Deployment

23. Program Management V/S Project Management
Program Management Project Management
Architecture v/s Engineering
Engineering, which deals with detailed planningArchitecture, which deals with design elements
More like engineersMore like Architects
Focuses on the vision through function and design Provides the structure & mechanism to enable vision
Program managers should focus on the vision of the program and how they can design
the program architecture – select, prioritize, link and align the projects within the
program along with their structural dependencies to help in achieve the optimum
benefits of the program.

24. Program Management V/S Project Management
Strategic v/s Tactical
The project manager role is more tactical.
It is centred on completing tasks, completing
specific deliverables and meeting specifications
on time and within budget.
The program manager role is more strategic.
It focuses on the big picture and is measured
by the implementation and fulfilment of a
strategy & realization of benefits (growth,
productivity or bottom line results).
Program Management Project Management

25. Program Management V/S Project Management
Operations & Business v/s Project
Focused on the end date of the project
May have operational elements as a part of the
overall program environment
Thinks beyond the end date of the individual projects
Focus on Transitional and Operational elements.
Responsible for tasks, deliverables and outputs of
the project
Often must “wear the hat of a businessperson”
because responsible to see how the projects within
the program result in business benefits.
Program Management Project Management

26. Program Management V/S Project Management
Leadership & Facilitation v/s Management & Coordination
Manage and Coordinate tasks and activities
Team players who may contribute to deliverables
The program manager role is more strategic.
Provide leadership and vision
Motivate through use of knowledge and skillsPlay the role of facilitators & coaches who can
inspire and guide project managers & their teams
to achieve the strategic goals of the programs
stakeholder management, benefits
management and governance
Program Management Project Management

27. Program Management V/S Project Management
Sequencing
Sequencing of project activities to achieve project
execution requirements within any programmatic
constraints imposed by contract
Sequencing of programmatic activities
including defined projects & re-sequencing of
projects to achieve the desired strategic
business outcome
Through achievement of strategic business
objectives (more permanent in nature)
Duration associated with completion of project
activities
Timeframe
Program wide execution planning including top level
schedule, budget, performance standards, supply
chain configuration and contracting strategy
Project execution planning consistent with agreed to
scope schedule, budget. and performance standards
Execution Planning
Program Management Project Management

28. Case Study 1
Identify If program management is required OR NO

29. Case Study 1
There is a BPO company called Customer Service Inc. (CSI). the company has staff strength of more than 4000
people & have a revenue of $800m. The company is into existence for more than 10 years.
The company has a good track record of supporting its clients in various areas of voice & non-voice related
processes. They have more than 150 people as IT support staff who work on a regular basis to make sure the
infrastructure is UP & running 24/7. This is headed by John Mathew, a 15 year experience guy & in CSI for more
than 8 years.
The company supports its clients in various areas of following business areas:
1. Financial accounting
2. Internal Audit
3. Human Resource
4. Marketing
5. Data aggregation
6. Sales of products
One of the client of CSI has a networking software that needs major up gradation. The vendor who was managing
the same, have some management issue in the company & has refused to work till the issues has been solved.
The client is in good relationship with the CEO & the CEO wants to check if CSI can do that for them.
The CEO approaches John Mathew to check. John studied the same project in detail & the priliminary estimation
shows it's a 40-45 MD work & he can dedicate 3-4 resources for the same.
What should John Do now..??

30. Analyze
Assess
Prepare
/ Plan
StrategizeOptimize
Improvement
Support
Maintain
Customer
Requirements
Program Management Framework

31. Planning & Strategy
Project Management
Architecture
Investment
Value management
Strategy Formulation
Trends
Project Resourcing
Risk Management
Project Monitoring
Implementation
Management
Architecture
Planning
Infrastructure
Planning
Gap AnalysisMigration
Planning
Program Management Framework

32. Customer
Leadership/
Sponsor
Requirements
Business Goals
& Targets
Existing
Processes
Existing
Solution Suits
Technology
Vision
Requireme
nt Analysis
Feasibility
Constraint
s & Risks
Scope
Resource
Availability
Preparedn
ess
Knowledge
& Training
Estimates
Identify
Fine tune/
Refine
Check
Fitment
Publish
Fine
tune/
Refine
Check
Fitment
Publish
Identify
Planning
Subjective &
Objective Metric s
Collation
Constraint
Evaluation
Innovate &
Suggest
Feedback
Execute Test Control Transfer
SLA Definition Monitoring Control
Report
Target
Definition
Evaluation
Maintenance
& Control
Report
The Company Leadership
Implement
Support
Maintain
PMO
Implement Prepare/ Plan Strategize Optimize
Program Management Framework

33. Program Management Value Chain
SCOPE MANAGEMENT
TIME MANAGEMENT
COST MANAGEMENT
QUALITY MANAGEMENT
COMMUNICATION MANAGEMENT
RISK & ISSUE MANAGEMENT
PERFORMANCE METRICS
Program Initiation
Scope Plan
Resource Plan
Time Mgmt Plan
Cost Plan
Quality Plan
Communication Plan
Risk Plan
Program Plan
PLAN EXECUTE CONTROL CLOSE
Program Plan Execution
Team Development
Quality Assurance
Information Distribution
Integrated Program
Control
Scope Change
Control
Schedule Control
Cost Control
Quality Control
Performance Reporting
Risk Control
Administrative Closure
Knowledge
Management
Feedback Mechanism
ACTIVITIES
ProgramManagement
CoreProcesses
PHASES

34. Program Management Process
Plan
Execute
Control
Close
Defines Plans, Processes and Procedures, Tools and Techniques, and metrics to
properly manage the Core-Processes
Executes the program in accordance with pre-defined plans set forth for the said
Core-Processes
Monitors the Core-Processes by analysing and managing the metrics defined
during Planning for the initiative by:
1. Tracking the performance of the projects at milestones and
recommending corrective actions as required
2. Monitoring the implementation of corrective actions
3. Tracking the program against the performance limits and taking
corrective actions
Manages the completion of the initiative by:
1. Performing analysis to compare the performance of the various projects
2. Capturing learning and updating the process documentation
3. Submitting the lessons learned document to all stakeholders
4. Capturing the project teams feedback
5. Generating, gathering and disseminating information to formalize project
completion

35. Case Study 2
Identify If program management is required OR NO

36. Case Study 2
CSI Delivered the small network related project very successfully. Client was very happy & CSI earned
a good reputation and dollars too. John got promoted & became the Head of operations &
technology, also the CEO’s favourite champ.
Few months later the same client approached John for a software work. Client wanted to have a
accounting software for it’s internal employees. This software should contain the employee details,
their perk & benefit, rest all financial information. They wanted to classify these based on
employee’s grade, employee’s department, appraisals & rest all. Currently the financial company
don’t have anything & they are maintaining in Access DB. Also they wants the intranet sites to show
the employee details, Processes, Procedures, Communications & information.
John was very confused, went to the CEO and asked Software development & CSI..??? No match.
Client is very good friend of CEO & the CEO looked an opportunity in this. He was also been
approached for the similar things by one of his other big pharmaceutical client. He thought they
have technical people, they have executed project, They have knowledge of HR & finance system
why not, software development & CSI..!!
He advised John that they almost have the required resources, so why don’t John do a feasibility
study & come back with the approach for the same.
How John is going to look into feasibility & What would be his approach?

37. Program Management Components
Value/ Benefit
Management
Financial/ Cost
Management
Performance
Management
Program
Governance
Resource
Management
Schedule/
Milestone
Management
Scope/ Change
Management
Project
Methods &
Tools
Knowledge
Management
Quality
Assurance
Issue/ Risk
Management
Deployment/
Release
Management
Supplier/
Vendor
Management
Project
Integration
Architecture/
Compliance
Communication/
Reporting
Organizational
Change
Management
Training
Application
Management
Production
Support

38. Benefit Focussed
Risk management mindset
Leadership Skills
Good knowledge of project management principles
Conflict Resolution skills
Good communication skills
Ability to command respect
Comfortable in an uncertain environment
Program manager Responsibilities & Underlying Competency
• Review the value and organizational impact of the organization’s program.
• Work to quantify the specific, measurable, and actual benefits of the program.
• Assign responsibilities within the program to recognize the planned and expected
benefits reaped from each program project.
• Identify interdependencies of projects & benefits each contributes to the program.
• Complete change analysis for program change requests and understand how the
potential changes may help or hinder the ability to reach program objectives.

39. Program Management Office
PMO is required for improving the organization’s program management capability
PMO decides on the standard to be adhered to by all Program participants. Its main
role is to provide centralized monitoring and support for the projects and to bring
them to successful completion.
Main function is overseeing and liaising with the Project Offices
Program Management Office (PMO)
Project
Office 1
Project
Office 1
Project
Office 1
Project
Office 1

40. Program Management Office
Benefits of PMO
1 Multiple projects result in competing demands for limited resources (people, space,
infrastructure, and so on). Without the existence of a central organizer such as a Program
Management Office, it is not easy to determine the best project for allocating resources.
2. Flexible information flow to facilitate rapid and accurate communications among project
participants.
3. Interdependency among projects prompts centralized, high level monitoring by a
Program Management Office.
4. Each project has its own management and administrative process, resulting in difficulties
for an organization to measure the performance of one project against another.
5. It provides consistent means of measurement for all projects’ performance.
6. As the conduit between the projects and business executives, a PMO provides an efficient
channel for the escalation (thus the resolution) of project issues, and it helps make
project risks visible.
7. PMO assists business executives by providing a high-level view of projects (strategic
alignment, benefits & performance), thus assisting them in making decisions on resource
allocation.
8. As projects come and go, the Program Management Office facilitates the formal retention
of knowledge.

41. Program Management Office
PMO Activities
Project Resource Management
Responsible for coordinating resources (human resources, equipment, space, and so on)
according to what each project demands and the amount of resources available (either from
within the organization, from temporary resources, or through outsourcing).
Financial Management
The PMO is required to produce a consolidated financial statement, compiled from each
project, with a certain frequency (which could be weekly, monthly, quarterly, and/or yearly).
The statement should contain information such as the actual budget and expenditure, as well
as the projected budget and expenditure. In addition to monitoring the projects’ progress,
the information can also be used to determine funding allocation.
Vendor Management
The PMO assists each Project Office with the management of third-party contracts with vendors.
Process Management
The PMO standardizes and continuously improves the operational processes and procedures
in the project environment.

42. Program Management Office
PMO Activities
Program Monitoring (Quality Management).
The PMO is responsible for monitoring the progress of each project in terms of schedule,
scope, changes, cost, and quality.
Project Selection.
PMO assists the business executives with selecting projects that are aligned with the business
by, among other things, identifying potential risks, reviewing the company’s capabilities to
undertake the projects,
Knowledge Management
Makes sure that all the knowledge gained and the lessons learned are not lost (i.e., by
creating a project knowledge repository) when experienced personnel leave the company
Knowledge management is about making sure that the organization cultivates its existing
project knowledge, continuously improving it and sharing it as a part of the staff development
process

43. Program Management Office
PMO Activities
Customer Management
PMO’s customers are people working in the project environment & in the business environment.
Training Management
PMO work closely with various Project Offices as well as with the organization’s human
resource coordinator to create a training program that is consistent with the organization’s
strategic positioning.
Communications Management
Develops and implements a communication plan that involves all the stakeholders (e.g., the
Project Offices and the business executives and steering committees).
The activities may include the dissemination of information, escalation of issues, and others.

44. PMO Functions
PEOPLE
PROCESS TECHNOLOGY
PMO
Performance
Communication
Cost
Resource
Quality
Scope
Issues
Risk
Schedule
Vendors

45. Program Management Office (PMO)
PMO crucial portion of the program’s infrastructure.
supports the program manager with the management of multiple, unrelated projects
• Defining the program management processes that will be followed
• Managing schedule and budget at the program level
• Defining the quality standards for the program and for the program’s components
• Providing document configuration management
• Providing centralized support for managing changes and tracking risks and issues
PMO Supports the Program Manager by

46. Program Management Office - Levels
Level 1
In other words, Level 1 PMO adopts a reactive approach instead of the proactive approach
This PMO acts as a liaison between the Project Offices and the executive board for
administrative purposes only (e.g., providing a summary report of the progress of all projects in
the organization to the executive board, assisting with project issues escalation, and so on).
CEO
Finance Dept IT Dept
Marketing
Dept
HR Dept
PMO

47. Program Management Office - Levels
Level 2
This PMO goes beyond providing support and has the authority to implement actions that improve
the organization’s project management capacity and capability (e.g., standardizing the
organization’s project management process, providing project management training, and so on).
CEO
Finance Dept IT Dept
Marketing
Dept
HR DeptPMO

48. Program Management Office - Levels
Level 3
This PMO does not act only as an independent body with authority to lead the project environment,
but also as a centre of excellence.
PMO
as center
of
excellence
Board of mgmt
& CEO
Other dept
heads
Other CoEs &
external bodies
Project
Environment
It directly contributes to the organization’s discussions on strategy, and it takes actions to implement
those strategies through projects to create competitive advantages for the organization.

49. Case Study 3
Identify If Program Management Office is required OR NO

50. Case Study 3
The Program manager is appointed in CSI. He is Robert de Niro. The project has been initiated. Now
the process need to be geared up.
But Robert don’t know much about CSI, it’s work culture & also have to concentrate on program
initiation with the project details to be finalized with the client.
As this the first proper technological work been done in CSI there is no process, Procedure or
standardization of any of the work.
Is John need to implement the PMO?
If YES then What would be his level of PMO?
If NO then why isn’t it required.

51. Program Life Cycle and Benefits Management
Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Program Benefits Management
Benefit
Identification
Benefits
Analysis
Benefits
Realization
Benefits
Transition
- Identify Business
benefits
- Qualify Business
Benefits
- Derive & Prioritize
Components
- Define benefits
Matrix
- Monitor
Components
- Maintain benefits
Registered
- Report Benefits
- Consolidate Co-
ordinated benefits
- Transfer the
ongoing benefits
Programs that deliver incremental benefits, the management of these benefits has a
life cycle of its own which runs parallel to that of the program, a relationship
Benefits
Planning
- Establish benefits
Realization plan &
monitoring
- Map Benefits into
program Plan

52. Program Life Cycle and Benefits Management
- Identify Business
benefits
- Qualify Business
Benefits
Benefit
Identification- Identify & Qualify Business benefits
Identifying the business benefits the program will create
The program manager, senior management, and the key stakeholders
must work together to establish the objectives of the program
Identify how the program will meet organizational objectives
Pre-Program
preparation
Benefits
Analysis
- Derive & Prioritize
Components
- Define benefits
Matrix
Program
Initiation
Collect the specific, expected benefits the program is to create for the
performing organization from the program charter, senior management, and
key stakeholders
- Benefit Analysis
Once the benefits have been clearly defined, the program manager works to
prioritize the benefit components for project initiation, goal setting, and
scope creations.
Identify the metrics for success for each of the identified program benefits
This is required as what’s good for the program manager may not be the
same level of good the customer envisions

53. Program Life Cycle and Benefits Management
Benefits
Planning
- Establish benefits
Realization plan &
monitoring
- Map Benefits into
program Plan
Program
Setup- Benefits Planning
The task here is to establish the rules and procedures the program’s projects
will follow in order to create the benefits the program expects.
Create a Benefits Realization Plan to show how the program and its projects
will create the integrated benefits for the program
Establishment of the benefits monitoring processes
Map the benefits into the program management plan. This defines the Critical Success Factor &
also allows programs to move the benefits to the next phase to deliver Incremental Benefits
Delivery of
Program Benefits
Benefits
Realization
- Monitor
Components
- Maintain benefits
Registered
- Report Benefits
Execution of all the projects within the program
- Benefits Realization
Monitor the program components i.e. the projects within the program to
ensure that each project manager is keeping on task, on scope, on budget &
generally on track in order to create the benefits the program expects
Allow corrective and preventive actions to ensure the project managers
create what’s expected of them

54. Program Life Cycle and Benefits Management
Delivery of
Program Benefits
Benefits
Realization
- Monitor
Components
- Maintain benefits
Registered
- Report Benefits
- Benefits Realization
Creates and maintains a benefits register that should contain :
• What the benefit is and its constituent components
• What project components are dependent on or contribute to the
realized benefit
• Time to create the benefits
• Cost to create the benefits
• Risks and issues surrounding the benefit
• Secondary benefits tied to the benefit
• All other relevant benefit information
Program
Closure
Benefits
Transition
- Consolidate Co-
ordinated benefits
- Transfer the
ongoing benefits
Stage when the scope of the program has been met/ the program was cancelled
- Benefits Transition
Moves the realized, documented benefits the projects have created into the
on-going operations of the performing organization
The consolidation of the coordinated benefits

55. Program Benefits Management – Balanced Score Card
I. Strategic Focus
II. Assessment
III. Change Planning & Implementation
IV. Continuous Improvement
STEP 1 – Define & Commit to Strategy
STEP 2 – Audit Measures
STEP 3 – Develop New Measures
STEP 4 – Apply New Measures
STEP 5 – Analyze & Report
STEP 6 – Implement Improvement Plans
STEP 7 – Track Metrics
STEP 8 – Continuous Improvement &
Revisit Scorecard

56. Vision &
Strategy
CUSTOMER: To achieve our
vision How should we appear to
our customer
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
INTERNAL BUSINESS PROCESS:
To Satisfy Our Stakeholders What
business process we should have
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
FINANCIAL: To succeed
financially what should we do &
how should we do
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
LEARNING & DEVELOPMENT:
To achieve our vision How should
we sustain our ability to change
& improve
Objective ---------------------
Measures ---------------------
Targets ---------------------
Initiatives ---------------------
Program Benefits Management – Balanced Score Card

57. Pre-Program
preparation
Program
Initiation
Program
Setup
Delivery of
Program
Benefits
Program
Closure
Program Benefits Management
Program Governance
Programs are often too complex to be managed by a single individual
That’s why appropriate implementation of program governance is critical for a
program to succeed.
Across program life cycle Program governance assists in
- managing risks,
- stakeholders,
- benefits,
- resources, and
- quality.
This is facilitated by the regular and
phase-gate-based oversight of deliverables,
performance, risks, and issues by the program board.
Program governance provides an appropriate organizational structure and the policies
and procedures necessary to support program delivery through formal program
reviews.
G1 G2 G3 G4
Program Governance

58. Program Governance
• Budget for the program The aggregate costs of the projects and the costs of managing the
program define the cost baseline.
Consider the program governance for each of the following areas:
• Scope of the program The scope of the program defines the benefits of the program.
• Schedule for program benefit realization The timeline of the program defines when the
project’s deliverables may be incorporated into on-going operations.
• Procurement processes Enterprise environmental factors and the rules of the program
governance may affect the procurement processes within the program. Consider step funding and
cash flow forecasting and their impact on procurement in a program and its phases.
• Quality expectations of the program and its projects The satisfied quality measured at
the end of a program phase allows the program to move on to subsequent phases.
• Staffing demands Consider the availability of skilled labour, consultants & subject matter
experts. A resource shortage may affect the schedule, costs, risks & other knowledge areas within
the program.
• Communication challenges Language barriers, time zone differences, regulatory issues, and
stakeholder constraints may affect the phases of a program.
• Risk management Program managers may adjust the phases of a program to account for the
amount of risk exposure the program is leveraging in the project.

59. Program Life Cycle and Stakeholder Management
Stakeholders can be the individuals that are affected by your program benefits and the deliverables
of your project. Stakeholders can also be organizations such as government agencies and vendors
that may influence your project.
Goal of stakeholder management is to market, sell, and create buy-in from all the stakeholders as
early as possible in the program.
Program director
Program manager
Project managers
Program sponsor
Customer
Program team members
Project team members
Program management office
Program office
Program governance board
Suppliers
Government agencies