How do you guarantee program deliverables are valuable?

Program Managers can further define program value by collaboratively developing a Value Management Framework with key stakeholders. This framework, aligned with organizational goals, incorporates value indicators, prioritization metrics, and a structured evaluation process. Regular value assessments and feedback loops ensure alignment and adaptability, facilitating a dynamic value-realization journey that keeps the focus on delivering meaningful outcomes and benefits.

?? Prioritize value validation from inception! I'd stress the necessity of integrating a continuous feedback loop involving stakeholders throughout the program lifecycle. This ensures that the evolving understanding of value is consistently echoed in the deliverables. By promoting a collaborative dialogue between the program team and stakeholders, program managers can remain adaptable and fine-tune deliverables in line with the perceived value. Why miss out on maximizing value when continuous engagement can offer real-time course correction and assurance? ????

1. Define in writing and validate project values/objectives, so the problem you wish to solve with the project, at the beginning, including the MVP and how you define successful project. The WHAT. 2. Whatever you plan to discuss, analyze or deliver, always ask if that serves any of the project values. 3. Regularly check with sponsor and stakeholders whether the WHAT has changed or still exists at all. 4. Keep the delivery team focused on project values and cut "side projects".

Program value largely depends on the type of program. For e.g., if it is a program to establish a new vertical in the company, the value to measure can be time to market for this vertical. It can also be measured through the ROI it brings to the company etc. But on the other side of a program is related to technical or digital transformation, the value could be efficiency or productivity improvement through digitalisation, reduction in manual errors, consistent output, increased customer touch points, self service options etc. The prioritization of program deliverables is a very important step by stakeholders, depending on specific business needs. Weighted Shortest Job First (WSJF) can be used as one of the methods to determine priority.

Value is the benefits / outcomes that stakeholders etc desire. It may require a discovery initiative to determine. Once outcomes are understood / agreed, apply the So What, Is it worth it & Can we do it tests. i.e. so what will this mean if we deliver, is it worth it, can we do it? Critical Success Factors, Risks should be part of that. Real organisation value lies when programs are aligned to meet vision and purpose. Delivery program value follows.

Program managers can employ a robust Benefits Realization Management (BRM) approach to align program deliverables with objectives. By linking deliverables directly to strategic goals and employing a traceability matrix, the alignment can be systematically monitored and controlled. Continuous collaboration with stakeholders and cross-functional teams ensures responsiveness to changes, while a clear governance structure promotes accountability. Regular reviews and adaptive planning methods further solidify the alignment, ensuring that deliverables remain valuable and consistent with the program’s broader vision.

Program deliverables should also be mapped on few categories - 1. Must-haves, good-to-have, Later. This will help in assessing the min drop needed for program to succeed. Can be used to identify the phases in yoir program that need to be attacked first 2. efforts vs value - High, Medium, Low. This will help in assessing the parts of the program that have high returns. Sometimes high effort task has low value, its a potential candidate to be deferred forever. This mapping can be used to prioritise tasks basis the available bandwidth.

Your project objectives will help you set your project deliverables, but project objectives are broader than your deliverables. When you define your project objectives, you’re also capturing the benefits and outcomes you expect from those deliverables, especially as they relate to the grander scheme of your project goals and business objectives. Example of a project objective: Increase company security by introducing SSO and two-factor authentication. Example of a deliverable: Onboard the entire company onto new SSO service.

If you are a program manager, get this tattooed on your arm - "share the bad news early". Bad news will eventually find a way out, you cannot hide it for long. The moment you see smoke, gather just enough data to make sure there's no false alarm. And raise red / yellow flag, depending on how intense the fire is. And keep communicating regularly and PROACTIVELY, till the fire douses (or its all over!). Even if there's no fire, regularly send updates and communicate with your stakeholders. Your stakeholders will love updates without they asking for it.

Program managers can follow the 3 C's( Communicate, Collaborate n Calibrate) framework while engaging with the stakeholders. This helps to get the required buy in and also improvise anything in the process by being flexible and receptive to stakeholders needs.

The 3C's are communicate, communicate and communicate… tongue in cheek but serious too. Collaborate and Calibrate are also valid but they would be my 4 and 5 perhaps.

Here are two features of communication to consider - what are the right channels to share your message through to get your stakeholders' attention? Do you need meetings, or can you use asynchronous channels? Which app/tool is the best for your stakeholder group to share updates and mark red flags? Think through what is noise and what is effective. And take into account the voices of your stakeholders - what works for them? Secondly, what decision needs to be made after you have communicated the issue to the stakeholder group? Do you need a vote or everyone to come to a consensus, or as the program manager, can you make the decision on your own? So the how and the 'what is next' are both critically important features of communication.

Whilst valid this wouldn't be my start point. Firstly there should be program deliverables aligned to meet business outcomes being sought. Focus on doing the right things is far more valuable than focus on doing things right. Once you know what the right deliverable is, then it should be done in line with the quality standards required. To ensure program deliverables are valuable, you should triangulate between required benefits outcomes, the tests to test that these are met and the program deliverables intended to meet them. That is the only way you can see if the benefits realisation is likely to be met and whether there are gaps between benefits being sought and (too often) no program deliverables aligned.

Create a check-list BEFORE the program is started. Let all the teams, including stakeholders, agree on what's expected at the end of the program. You don't want your stakeholders / customers to discover that the finished product is hugely different from their expectations. Most important - keep validating the deliverables DURING the course of the program. Keep it AGILE. Don't shut the door on them and open it only when the product / deliverables are ready. Involve them at logical intervals, so that any deviations can be addressed at runtime.

Each project/program needs budgets and this budget must be weighted against ROI ( return of investment) . Each feature or part of a program must be weighted against benefits it provided to the business or savings it needs to guarantee . This way you may determine how much project or program brought benefits and benefits organization will enjoy post project completion

There are two types of deliverables, and the type of project you’re working on will determine which type of deliverable you’re working towards. External deliverable ” External deliverables are anything you’re producing for clients, like a product or new feature, a social media or marketing campaign, or a sales deck. External deliverables will help you win or maintain your customer base. Internal deliverables An internal deliverable, as the name suggests, is something that benefits your company but may not directly impact your customers. This includes things like a company training course or a quarterly budget report. If your project’s end-user is your company, then you’re probably working on an internal deliverable.