1.

Prepare a program charter

2.

Prepare a plan to initiate the program

3.

Ensure the program's objectives are aligned with the strategic goals of the organization

4.

Develop a high level business case for the program

5.

Identify a number of stage gates or check points when program status (including benefits realization)

1.

Ensure that all stakeholders understand the strategic benefits of the program

2.

Document the program visions describing the end state and its benefits to the organization

3.

Identify the key program decision makers

4.

Identify stakeholders expectations and interests

5.

Identify the high-level risks to the program

6.

Identify candidate projects to be in the program as well as other non-project work

7.

Determine an initial infrastructure for program management

8.

Determine the timetable to complete the program

9.

Prepare an initial estimate of the program's cost

10.

Identify key resources required for PgM setup

11.

Obtain approval of program charter

1.

Prepare program management plan

2.

Prepare benefits realization plan

3.

Identify key program risks and issues

4.

Determine program's budget

5.

Document dependencies, constraints and assumptions

6.

Document an agreed strategy to manage the program and its components

7.

Conduct necessary feasibility studies

8.

Prepare a roadmap or architecture showing the interrelationships amongst the component projects and non-project work in the program

9.

Determine a communications strategy for each key stakeholder

10.

Obtain approval for and implement a Program Management Office (PgMO)

11.

Obtain tools, processes, and techniques required for PgM

12.

Obtain approval for the PgM plan

13.

Determine a PgM governance structure

14.

Establish a program control framework to assist benefits measurement as well as in overall management of the program's components

1.

Initiate projects as a part of the program

2.

Coordinate shared resources for component projects and the non-project work

3.

Review change requests

4.

Authorize additional work as required

5.

Foster and encourage communication with stakeholders at all levels

6.

Ensure communication with the program's Governance Board on a regular basis

7.

Assess alignment of the program's goals and benefits against that of the organization

8.

Coordinate common activities among the program's projects and non-project work

9.

Coordinate dependencies with other organizational activities

10.

Execute the PgM plan

1.

Analyze progress according to the PgM plan

2.

Analyze benefits realization according to the benefits realization plan

3.

Continuously identify issues and risks and take corrective actions as needed

4.

Analyze external environmental changes to determine possible impacts on the PgM and its realization of benefits

5.

Ensure governance oversight is regularly practices at the program and project levels

6.

Monitor the program execution according to the PgM plan

7.

Identify and manage schedule slippage and opportunities

8.

Ensure proactive cost control is practiced

9.

Manage stakeholder expectations

10.

Consolidate performance data to determine appropriate resource use to deliver benefits

11.

Ensure component projects transition to closure

1.

Ensure that the program is formally closed on completion

2.

Ensure products and services transition to operations

3.

Ensure realization of program benefits

4.

Provide customer support as applicable

5.

Integrate lessons learned into the organization's management system

6.

Provide feedback on areas outside of the scope of the program

7.

Archive program documents for subsequent reuse

8.

Ensure contractual obligations are met

9.

Ensure intellectual property is captured for reuse

10.

Ensure a legacy of benefits is achieved