How do you design and deliver sustainable and resilient programs?

Invest in translating the scope, problem statements, business benefits, context and assumptions into a story that resonates and can be replayed by program team members. The power of decentralised messaging is extreme.

Designing sustainable and resilient programs requires a comprehensive approach. I'd focus on integrating sustainability and resilience planning, addressing the long-term impacts of the program. Effective change management strategies are crucial for smooth transitions. Optimizing resources ensures efficiency and sustainability. Cultivating a culture of continuous improvement encourages adaptation and innovation. Ethical considerations, risk mitigation, and stakeholder engagement are crucial to creating inclusive and robust programs. Pro tip: Utilize project management tools, which help in resource optimization, continuous improvement tracking, and effective stakeholder engagement.

A project vision is a concise statement defining its overarching goal, guiding stakeholders. It articulates what the project aims to achieve and its significance. To design it: 1. Define project objectives and outcomes. 2. Involve impacted stakeholders in the process. 3. Create a clear, inspiring statement encapsulating project goals. 4. Set boundaries considering resources, time, and constraints. 5. Align project vision with organizational goals. 6. Share vision with stakeholders for commitment. 7. Continuously review and refine.

The path to this requires a comprehensive and defined path: 1. Understanding Sustainability and Resilience 2. Define Clear Goals and Objectives 3. Stakeholder Engagement 4. Conduct a Baseline Assessment 5. Develop a Strategic Plan 6. Implement Sustainable Practices 7. Foster Resilience 8. Monitor and Evaluate 9. Education and Training 10. Leverage Technology Every part is important and needs time and patience to ensure they are catered to properly for it to work.

Program managers can further define their program's logic and governance by utilizing robust program & project management methodologies tailored to their specific context. This may include engaging with subject matter experts for specialized insights, employing advanced monitoring tools for real-time tracking, and fostering a culture of transparency and collaboration. They may also consider regular audits and third-party assessments, employing adaptive feedback loops, and ensuring clear escalation paths. These strategies will provide a solid structure for managing complexity and ensuring alignment with the broader organizational strategy.

Dans le cadre d'un programme d'envergure ou impliquant plusieurs parties prenantes, définir une gouvernance est un atout car il s'agit de définir les règles qui permettent de soutenir le bon déploiement du programme. Concevoir la gouvernance implique de décrire le mode de management et le cadre organisationnel à instaurer. L'objectif étant d'identifier clairement les r?les et les responsabilités des acteurs de manière à assurer le bon déroulement, la continuité et la pérennité des activités. Le cadre logique ici est plus qu'un simple outil de gestion de programme mais une approche complète qui englobe la planification, la mise en ?uvre, le suivi et l'évaluation.

By establishing decision-making protocols, we can ensure that our governance structure is equipped to make timely and effective decisions. With this systematic approach, we can inspire confidence in our ability to tackle any challenge that comes our way.

Similar to a project, programs can be defined by developing a work breakdown structure. This structure consists of critical success factors for achieving the vision and can be translated into projects and activities. A dependency chart helps to visualize dependencies and guides the way during program delivery. Progress tracking, risk management and team health surveys are important tools for steering a program over a multi-year period.

???? Craft a program logic that's a roadmap to success—begin with the end in mind. Define measurable outcomes, align them with strategic goals, and work backward to map out the activities needed. Embrace a logic framework that's clear, concise, and coherent, setting the stage for systematic progress. ??? For governance, establish transparent structures that empower decisiveness and accountability. Assemble a diverse steering committee that embodies expertise and stakeholder interests. Set up clear policies and protocols that guide decision-making, ensure compliance, and foster open communication. Regular reviews and adaptive governance mechanisms will keep the program on course, ready to navigate through the winds of change.

Through comprehensive planning and vigilant risk management, a program manager ensures the smooth and effective execution of program activities, reducing uncertainties and enhancing the likelihood of successful outcomes. These steps exemplify a program manager's strategic foresight and commitment to program success.

Developing a comprehensive timeline with key milestones and deadlines for each program phase is a crucial step toward success. Documenting all aspects of risk management, including identified risks, mitigation strategies, and outcomes, will help pave the way for a brighter future.

La planification de l'exécution du programme est l'approche stratégique qui décrit l'exécution des taches requises pour mener à bien un programme. C'est l'une des phases les plus cruciales et les plus longues du cycle de vie d'un programme. C'est le lieu même de la conception et de la présentation des livrables du programme aux parties prenantes. L'objectif est d'effectuer les taches définies dans le plan de gestion du programme en respectant un calendrier et un budget prédéfinis. La planification de la gestion des risques est le processus qui permet d'identifier et d'évaluer les risques en vue d'élaborer un plan visant à minimiser et à ma?triser ces risques et leurs conséquences potentielles pour le programme.

??? Plan program delivery with agility and foresight. Break down goals into phases, each with actionable milestones, resource allocation, and timelines that flex with change. Roll out in iterative waves, enabling feedback to refine the process. ??? Risk management is about anticipation and preparation. Identify potential pitfalls early through a risk matrix, prioritize them by impact and likelihood, and develop mitigation strategies. Regularly revisit risk assessments, adjusting plans to buffer against the uncertain. By weaving risk responsiveness into the fabric of program delivery, you create a resilient initiative that stands ready to weather any storm.

A lot of program's resilience is dependent on this step. A solid Risk planning, managing interdependencies would decide if program can withstand the obstacles or not.

It is essential to remind ourselves that Programs have become more global, and it is a fact that cannot be ignored. Program Managers should consider the Cultural differences and due tolerances need to be made to build trust.

Regular check-ins and team meetings are opportunities to collaborate, inspire, and ensure progress toward our objectives. Integration of monitoring and evaluation mechanisms allows us to continuously assess and improve the effectiveness of our outputs.

Ensuring the involvement of stakeholders from the outset is crucial for any program's success. Whether they are government officials, community groups, or members of civil society, their early engagement fosters buy-in, support, and a sense of ownership. This not only enhances the program's effectiveness but also promotes its long-term sustainability, especially if it's funded and has a defined timeframe.

Program managers drive synergies and value creation across program activities. They help to identify critical program risks that require mitigation strategies with broad perspectives, mostly cross functional.

Identify the stakeholders and for the agreed Program SOW, divide the scope among projects… tracking each of these WBS as per schedule along with keeping an eye on risks, duly informing d customer about the deadlines and added costs if any… would be helpful. Remember - to keep buffer in terms of capacity,resources,revenue and always tracking d availability of hardware, bench setups along with Requirements changes would help for sure ??

Keeping an eye on changing environments and new market requirements is key for multi-year programs. Some activities may need to be adjusted, accelerated or stopped over time, if the demand changes. The program has to always fit the underlying business strategy. If it changes, the program requires re-evaluation.

Stay adaptable and be ready to pivot your strategies based on the changing landscape. Communicate the powerful impact of your program to stakeholders, funders, and the wider community through a multitude of channels.

Monitor and evaluate outcomes by defining clear KPIs and implementing tracking systems. Schedule regular reviews and employ tools like surveys and focus groups to measure impact. Analyze data against objectives, refine strategies, and report transparently to stakeholders. Adapt and evolve continuously for sustained program improvement and success.

In majority of the project works the sustainability is the major issue and after the phase out the projects do not survive for long time, this should be considered and wherever possible the projects should be registered with already working government structures, local support institutions (LSO) and community managed process (WOs, & VOs) so that they can be handed over to the local institutions and they can run them for the rest of their lives. Just forming community groups and handing over projects to them will not do the purpose.

Having worked in program management for multiple years, I never seen a series of steps like this able to be carried out in a sequence. Each of the steps have been more iterative, performed in parallel and informing other steps. Separately, to really know if you have built a "sustainable and resilient" program, what happens when the program manager leaves? If the program reverts or declines, we haven't achieved this goal. Step 6 doesn't nearly go far enough into the direct involvement of the program manager in coaching and mentoring within the program "building a robust bench" improving their ability to sustain and be resilient themselves. Everything that's been done in steps 1-5 can be undone much faster than it was done in the first place.

Learning is hugely important to successful future project and programme implementation. Holding learning events is a key element of how to close down a programme properly and share learning with others that they may succeed, improve and be more efficient in their delivery of projects and programmes. Shared learning is a sign of cultural maturity in an organisation and fosters innovation and continuous improvement.

I agree with this structure and approach. Continuous learning however is very time-based and best accomplished with continuous retrospectives as the work progresses. See problems, discuss, diagnose, make adjustments and continue. In a complex and busy world, continuous learning happens by continuous review and adjustments in a very collaborative workplace.

In long duration programs, Human Resources are very critical and just impossible to straight acquire the skilled Human Resources. Human Resource management should be planned. There shall be plan resources development, retaining and disbursement. Skill development should also be accounted as by product of the program and it should be valued as program outcome.

Il faut noter qu'il existe une corrélation directe entre les risques et la résilience. Une réduction des risques contribue à renforcer la résilience. à son tour, la gestion efficace des risques qui fait partie de nos programmes contribuera à rendre les infrastructures plus durables. Cette relation doit aussi être mieux comprise. Merci.

??? For me, design resilient programs by embedding adaptability at their core. ??? Start with a strong foundation: clearly defined objectives aligned with sustainable goals. ??? Foster innovation, encourage savvy risk management, and incorporate feedback loops. ??? For delivery, champion agile teams and resilient mindsets, ensuring they're equipped to pivot as needed. ??? Think longevity – build to thrive amid change, always eyeing the horizon for emerging opportunities and challenges. ?? Ready, resilient, sustainable – that's the triple-threat program blueprint!