The Program Lifecycle: A Program Manager's Perspective

Want to understand the program lifecycle? This guide provides an overview from a program manager's vantage point. We'll explore the critical aspects of each stage—from initiation and planning to execution and closure. Throughout this journey, we'll discuss strategies for defining a program, identifying essential elements, and maintaining progress amidst evolving circumstances. While this isn't an exhaustive analysis, it integrates both traditional and agile methodologies to equip you with a foundation for leading successful programs.

Initiation

Defining the Program

Envision a program as a synchronized ensemble of projects and activities, all striving toward a common strategic objective. It's analogous to an orchestra—individual projects represent the instruments, each playing a distinct role, while the program manager (the conductor) harmonizes their efforts.

Common Triggers: What typically initiates a new program? It could be driven by strategic goals (such as entering a new market or expanding market share), a recently implemented regulation, or adapting to emerging technologies.

Scoping and Objectives: Defining the scope and objectives necessitates a thorough understanding of the users and the value the program will deliver. Techniques like Feasibility Studies and User-Centered Design help identify user needs and establish clear goals. For instance, an objective might be "Enhance the user's account creation experience by reducing the process from 5 days to 15 minutes."?

Once the objective is defined, the program manager collaborates with stakeholders to determine the necessary modifications. Traditional teams might meticulously plan the entire work package upfront, while Agile teams may adopt a more iterative approach, developing prototypes and gathering feedback.

Feasibility and Viability: Research is paramount, irrespective of your chosen methodology. During program definition, you might conduct market research, stakeholder interviews, and needs assessments. It's imperative to analyze the underlying user needs, not just the superficial issues. You'll also conduct technical, operational, and financial assessments to evaluate potential risks and rewards. You might even define a minimum viable product (MVP) to gather more user and organizational insights.

Real-World Example: I once facilitated the launch of a pilot program to test new internal regulations aimed at streamlining technical requirements across 22 divisions. During the feasibility phase, we identified governance, data storage, and security risks. To mitigate these, we expanded our stakeholder engagement and communication strategies to foster collaboration.

Stakeholders and Roles

After defining objectives and assessing feasibility, it's essential to delineate roles and responsibilities. This is where program governance comes into play, helping determine roles for both traditional and scaled agile teams. Governance establishes how information flows and defines leadership's role in removing impediments.

Stakeholders encompass anyone who can influence or be influenced by the program. They can be internal or external and can be identified through an impact assessment. Key stakeholders might include governance team members, dependent teams (such as Communications and Marketing), and, most importantly, the end-users.

A well-defined communication plan outlines when, how, and to whom messages should be relayed. Effective communication is vital for stakeholder engagement during initiation. It begins with understanding objectives and stakeholders and extends to driving organizational change management.

Planning: Setting the Stage for Success

Program planning often occupies a middle ground between the rigid structure of Waterfall and the flexibility of Agile. It's a hybrid approach. Managers typically outline the initial steps and the overarching vision but leave the intricate details and near-term roadmap to the teams. This establishes boundaries and oversight without micromanaging specific features or capabilities. However, when it comes to overall program plans, organizations often rely on established processes, which can lead to an overemphasis on cost, schedule, and risk management.

Essential Ingredients of a Program Plan

A robust program plan necessitates a few key elements:

• Clear Goals and Objectives: What are we striving to achieve?
• Roadmap: How will we reach our destination?
• Delivery Process: What's our approach (Agile, Waterfall, hybrid)?
• Resource Allocation: Who's responsible for what?
• Communication Strategy: How will we keep everyone informed?
• Stakeholder Engagement Strategy: Identifying who is invested in your project and why.
• Budget: What are the financial implications?
• Risk Assessment: What could go wrong, and how will we address it?

I view planning through the lens of organizational change management. A well-crafted plan helps mitigate resistance and fosters acceptance of the program's goals. It's about defining our current position, our desired future state, and the steps required to bridge the gap. By assessing goals, objectives, and budget, we gain a clear understanding of the present reality and future possibilities. Understanding delivery expectations and milestones helps us estimate when the customer will start realizing value. And, naturally, we need to anticipate potential obstacles and have a plan to overcome them.

Tools of the Trade

A plethora of tools is available to aid in program planning. It's crucial to remember that these tools support the planning process; they don't replace it. Choosing a delivery methodology (like Agile and Scrum) is distinct from selecting planning tools. Tools like Gantt charts, PERT charts, and Road maps help visualize timelines and dependencies, while spreadsheets are excellent for tracking budgets and resources. The key is to identify what works best for your program and team.

Breaking Down the Work

There are two primary ways to decompose a program into manageable components:

• Traditional (Work Breakdown Structure): This approach involves identifying major project components and breaking them down into progressively smaller tasks, often grouped by phases. It's a highly detailed, step-by-step method.
• Agile (Product-Focused): Agile teams concentrate on the end product and break it down by features or components. They often start with a Minimum Viable Product (MVP) to obtain early feedback and iterate from there.

Both approaches have their merits. Ideally, you'll find a way to incorporate regular customer feedback, regardless of the chosen method. Starting small and iterating based on customer needs helps ensure you're delivering maximum value.

Example: MVP and Phased Releases

Let's say you're developing a new software product. Building an MVP early on can uncover hidden risks and design flaws and allows you to release valuable features to customers sooner. This iterative approach enhances customer satisfaction and reduces the stress of a big-bang release.

In some cases, regulatory requirements or quality standards necessitate a more phased approach with formal change control boards. Even in these situations, consider breaking down changes into smaller increments for easier review and faster delivery of value to the end-user.

Resource Allocation and Budgeting: The Cornerstones of Program Success

In the realm of program management, resource allocation and budgeting often depend on organizational structures. Typically, identifying the managers involved helps pinpoint the teams that will undertake the work. These teams' time is then prioritized for the program, while budgeting focuses on acquiring the necessary tools and technologies.

Effective Resource Estimation and Allocation

• Traditional Teams: Detailed planning is crucial. By breaking down the project into its individual steps, program managers can gain a comprehensive understanding of the required resources and allocate them accordingly.
• Agile Teams: Pre-existing delivery teams simplify resource estimation. For larger projects involving multiple teams, leads must identify and allocate resources across these teams.
• The Teams-of-Teams Approach: This approach helps estimate the number of delivery teams needed for the project, offering a more realistic view of resource requirements.

Budgeting Techniques

• Traditional Teams: Budget estimations are often linked to the master schedule and associated personnel requirements.
• Agile Teams: Cost estimations are typically done every quarter, considering the number of teams needed.

Remember, Agile budgeting may not always align with traditional organizational planning and funding cycles, but it offers a valuable alternative, especially for long-term projects where schedule-based estimations can be inaccurate.

Tracking and Managing Finances

Effective financial management involves tracking actual costs against estimated costs and assessing the risks to future work based on the remaining budget. Prioritizing high-value work early on ensures that resources are available to meet strategic objectives.

• Earned Value (Traditional): This technique tracks the value generated by completed work against the expected value for the same period.
• Agile Financial Tracking: This approach focuses on tracking spending against estimates for a given timeframe, with a quarterly assessment of value earned.

Aligning Financial Tracking with Value and Objectives

Regardless of the chosen approach, it's crucial to align financial tracking with the value generated and the program's overall objectives. Regular assessments help ensure that spending is in line with the achievement of original goals.

Real-World Example: Agile Transformation

In one Agile transformation project, the goal was to improve an organization's time to delivery. This involved upskilling managers on prioritization and workload estimation. With fixed resources and a set number of managers to upskill, the challenge was to determine the optimal upskilling pace without compromising quality. By tracking the team's velocity in upskilling managers against the remaining number, leadership could make informed decisions about future spending and project timelines.

Execution: Turning Plans into Action

The execution phase is where the rubber meets the road. It's about getting teams to work together effectively and efficiently to deliver the program's objectives. However, a common challenge is getting teams to pause and assess their progress. There's often a fear of disrupting the workflow, which can prevent leaders from gaining a true understanding of the program's status. It's important to establish a regular cadence for reflection and collaboration, allowing teams to exchange ideas and insights.

Choosing a Project Management Methodology

While Agile and Waterfall methodologies are often presented as distinct and opposing, in reality, program execution often involves a blend of both. Even teams that aren't delivering software can benefit from adopting Scrum or Kanban-like practices to add structure and improve efficiency. The key is to find a balance that works for your organization and teams.

• Hybrid Approaches: Many teams find success with a hybrid approach, incorporating elements of both Agile and Waterfall. This can involve longer sprints, less frequent stand-ups, and a focus on delivering tangible outputs.
• The Role of the Product Owner: Non-product teams may struggle to define the role of the Product Owner. In some cases, former managers may take on this role, but it's important to ensure they have a clear understanding of the product vision and can effectively prioritize work.

Coordination and Communication

Effective coordination and communication are essential for successful program execution. Program managers need to establish a clear cadence for both, monitor progress, and make adjustments as needed.

• Communication as the Backbone: Communication sets the rhythm for the program. It's about establishing clear expectations with stakeholders about when and how they'll receive updates.
• Collaboration as the Motion: Collaboration keeps the program moving forward. Regular iteration planning, whether weekly, monthly, or quarterly, helps teams stay aligned and on track.

Tools and Techniques for Tracking Progress

A variety of tools and techniques can be used to track progress and monitor performance, including:

• Roadmaps and Schedules: These provide a high-level overview of the program's timeline and key milestones.
• Progress Reports and Risk Registries: These offer more detailed insights into the program's status and potential risks.
• User Journey Maps and Story Maps: These help visualize the user experience and how the program will deliver value.
• Team Delivery Metrics: Metrics like velocity and flow help track the pace of work and identify potential bottlenecks.

Example of a Project Execution Challenge

In one program, the master scheduler and risk manager struggled to provide accurate monthly progress reports due to the dynamic nature of Agile delivery. By shifting from a project schedule to a program Kanban board aligned with the story map, they were able to provide more meaningful and timely updates to stakeholders.

Key Takeaway: Flexibility and adaptability are key. Be willing to experiment with different tools and techniques to find what works best for your program and teams.

Risk and Issue Management: Navigating Uncertainty

Risk management is a delicate balancing act. It's essential for identifying potential problems, but it can also make project and program managers feel vulnerable. There's a tendency to report only manageable risks, while complex issues are often hidden until a solution is found. This can lead to unreported risks and a culture of fear around transparency.

Identifying and Assessing Risks

Effective risk management requires a proactive approach. Program managers need to understand risks at both the program and project levels.

• Program-Level Risks: These relate to achieving the overall program objectives and KPIs. They might include delays, scope creep, cost overruns, or issues with dependencies and collaboration between teams.
• Project-Level Risks: These are more specific to individual projects within the program, such as resource constraints, technical challenges, or stakeholder issues.

Program managers need to be aware of the interconnectedness of these risks and how they might impact the overall program. They also need to ensure that program governance supports the delivery teams in identifying and addressing risks.

Strategies for Mitigation

Once risks are identified, they need to be assessed and managed proactively. This involves:

• Assessing the Risk: Understanding the likelihood and potential impact of the risk.
• Planning the Response: Developing a clear plan for mitigating or addressing the risk.
• Monitoring the Risk: Regularly tracking the risk and adjusting the response plan as needed.
• Preparing for Change Management: Anticipating the potential impact of the risk response on the program and stakeholders.
• Documenting Lessons Learned: Capturing insights for future risk management efforts.

Program managers can choose from various risk response strategies, including mitigation, transfer, or acceptance. It's crucial to strike a balance between proactive risk management and empowering teams to address issues at their level.

Escalation Processes for Critical Issues

A well-defined escalation process is vital for ensuring that critical issues are addressed promptly and effectively. The program manager's communication plan should include clear guidelines for when and how to escalate risks to leadership. This ensures timely intervention and minimizes the impact on the program.

Example: Risk Management in a Digital Transformation

In a digital transformation project involving the implementation of a CRM system, the program manager acted as a conduit for information between three dependent teams: the CRM configuration team, the API delivery team, and the infrastructure team. By establishing clear communication channels and a project schedule aligned with key milestones, the program manager was able to effectively manage risks and ensure successful delivery.

Monitoring and Controlling: Keeping a Balanced Perspective

Program monitoring requires a delicate balance. It's about juggling the hard facts of delivery progress with the perceptions and capabilities of the people involved. Let's face it, nobody wants to be the bearer of bad news. This can lead to a culture of "watermelon reporting" – green on the outside, red on the inside.

If reporting isn't focused on the right things, it's easy to fall into this trap. Template-based reports can encourage teams to paint a rosy picture, and if leaders don't see their role as removing roadblocks, fear-based reporting will persist.

To improve monitoring and controlling across the organization, leaders need to shift their perspective. They should see themselves as supporting the teams who are solving problems, not as the problem-solvers themselves. This empowers teams to be transparent about challenges and fosters a collaborative approach to finding solutions.

Tracking Progress and Performance

• Key Performance Indicators (KPIs): KPIs offer insights into program health and differ from Key Results (KRs), which quantify objectives. Valuable program KPIs relate to cost, schedule, quality, and customer satisfaction. A well-written KPI includes a metric, current value, target value, and is written like this: "Reduce dependencies between prioritized projects from five per quarter to three per quarter in six months to improve project predictability and reduce time-to-market."
• Reporting Mechanisms: Effective communication is key. Consider program reporting that flows to the program manager, highlighting risks and issues related to delivery. Standard mechanisms like quad charts in regular meetings create a feedback loop, enabling leaders to have in-depth discussions with project managers.
• Data Accuracy and Reliability: Perception can distort reporting. Shifting to tool-based reporting, like Microsoft Project or Agile Lifecycle Management tools, reduces subjectivity. These tools record delivery information in real-time, enhancing accuracy.

Example Dashboard/Report: In a complex program to modernize customer experience, I managed multiple projects across three sub-programs. Bi-weekly technical project reviews included a dashboard showing progress against milestones, risks/issues, budget, and scope. This fostered transparency and proactive issue resolution.

Remember, successful program monitoring and controlling require a balance of data-driven insights and a supportive leadership culture. By fostering transparency and collaboration, you can navigate the complexities of program delivery with confidence.

Change Management: Embracing the Inevitable

Let's be real, change is a constant in program management. Instead of fearing it, we need to embrace it. As program managers, we're in the business of change, so let's get good at it.

Handling Scope, Timeline, or Budget Changes

Change can't be an afterthought. From day one, we need to bake organizational change management into our program plans. This means anticipating potential changes and establishing clear communication and stakeholder management practices. Ideally, leadership will communicate the need for change based on product feedback, but we need to be ready to present options and impacts to keep things moving.

Change Control: Building the Plane While Flying

It's true, we often build the plane while flying it. So, let's accept that change will happen and build a process around it. The goal isn't to resist all change but to adapt and deliver the best possible outcome. Remember, the original plan was just a starting point. As we learn more, change becomes inevitable.

To make change smoother, set up regular product reviews. These are intentional checkpoints to invite feedback and get everyone comfortable with adapting. Review individual projects and the overall program to ensure we're building the right thing for our customers. And make sure key stakeholders are present for demos and discussions to gather diverse perspectives.

Communicating Changes Effectively

Change is a journey, and stakeholders need to understand the route. Be transparent about what's changing, why it's necessary, and what the future state will look like. Paint a picture of the current situation, the intermediate steps, and the final destination.

Remember, communication is key. Your communication and stakeholder management plans should outline how you'll keep everyone informed and address different learning styles.

Example: Agile Transformation

I once led a program introducing Agile practices to teams with little existing structure. While there was excitement about the change, the challenge was maintaining momentum. We created a compelling "case for change" presentation for leadership buy-in and piloted the changes with a small group of enthusiastic teams. This allowed us to test and adjust based on the organization's culture. We also provided training and informal "brown bag" sessions to spread the word and build broader support.

By proactively addressing change, fostering open communication, and involving stakeholders, we can navigate the inevitable twists and turns of program management and deliver successful outcomes. Remember, change is an opportunity, not a threat. Let's embrace it.

Closure: Wrapping Up with a Bow

It's no secret that closing out a program often gets less attention than it deserves. People are eager to move on, and important wrap-up tasks can fall through the cracks. Let's change that.

Program Evaluation and Review: Taking Stock

To truly understand the program's success, we need to gather insights from various angles:

• Customer Satisfaction: Happy customers are the ultimate goal. Refer back to your stakeholder management plan and gather feedback through surveys or interviews to gauge their satisfaction.
• Data Analysis: Delve into the data using methods like descriptive statistics, correlation analysis, or comparative analysis to identify trends and insights.
• Lessons Learned: Capture feedback from stakeholders and the team to identify what went well, what could be improved, and how to apply these lessons to future programs.

Transition and Knowledge Transfer: Passing the Baton

A smooth handover to operations or maintenance teams is crucial for long-term success:

• Early Engagement: Involve operations teams early in the process to ensure they understand the product and its requirements.
• Continuous Communication: Keep the lines of communication open throughout the program to build trust and alignment.
• Knowledge Transfer Activities: Conduct after-action reviews, document lessons learned, and create a centralized knowledge repository to preserve valuable insights.

Archiving: Preserving for Posterity

Proper archiving ensures that program documentation and assets are accessible for future reference:

• Physical Storage: For critical documents, consider secure physical storage.
• Digital Storage: Leverage secure cloud environments for easy access and sharing.

By giving closure the attention it deserves, we can maximize the value of our programs and set the stage for future success. Let's make sure every program ends with a well-tied bow.

Conclusion

The program manager's journey is a dynamic and multifaceted one, requiring a blend of traditional project management methodologies and an agile mindset. From initiating and planning to executing, monitoring, and closing, each stage presents unique challenges and opportunities. By embracing change, fostering collaboration, and maintaining a focus on customer value, program managers can navigate the complexities of the program lifecycle and deliver exceptional results. Remember, adaptability, continuous learning, and a commitment to improvement are the hallmarks of successful program leadership.