Essential Steps for Delivering Successful Programs -
Steps 3 & 4
3. Build a Well-Defined Program Architecture
The program architecture is the road map for getting from the as-is to the
to-be state. It provides an outline demonstrating how the projects within the
program will deliver the required benefits. It should clearly:
- Define the projects within the program
- Ensure projects deliver benefits
- Define high-level dependencies
A benefits map see Figure 2 extends this architecture
further by showing how strategic objectives will be met and providing a means
for identifying and defining the boundaries of each project. Essentially, it defines
the linkages between goals and benefits and provides some clarity on the emergent
component projects, their deliverables and the major functions required to perform
the program's work.
Figure 2: Benefits Map
Many programs suffer from a lack of proper alignment at a high level, which
inevitably leads to friction and contention across project teams. Establishing
a top-down approach to defining the program architecture early will ensure effective
alignment among stakeholders and the implementation team.
4. Manage Stakeholder Expectations
Stakeholders play a critical role in the success of any program. After all,
they are the ones who ultimately decide whether a program is successful or no
see Figure 3. Understanding the position stakeholders
may take and how they exert their power are key precursors to forging a deep understanding
of needs and concerns and ensuring the alignment of perspectives on key objectives.
Figure 3: Example of stakeholders
Generally speaking, stakeholders want to see evidence that the program's benefits
have been or will be achieved. Unfortunately, too many program managers neglect
to relay this information sufficiently. He or she must ensure the capture and
communication of benefits from the start.
Addressing stakeholder needs while remaining cognizant of the constraints of
program boundaries requires dexterity and sensitivity. A fine balance must be
sought between managing out-of-scope requirements and expectations and seeking
support for the organizational change and its consequences. Effective program
management demands many skills, including:
- Strong negotiating skills
- An ability to manage cross-functional conflict
- A properly balanced approach to coping with multiple interests
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Steps
1 & 2
