This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
Program management centralizes the coordination of related projects, sub-programs, and activities to achieve benefits and control not possible when managed individually. This approach ensures that all components, including ongoing operations, are aligned with the strategic objectives of the organization. The PPT emphasizes the importance of managing transitions effectively to maintain business performance stability and readiness for change.
The presentation outlines the distinct phases of the program lifecycle: Program Definition, Program Benefits Delivery, and Program Closure. Each phase includes detailed steps such as component planning, oversight, integration, and transition. The process map provided aligns with PMI standards, ensuring that all aspects of program management are covered comprehensively.
Key themes in program lifecycle management include Benefits Management, Program Stakeholder Engagement, and Program Governance. Benefits Management involves defining and formalizing expected benefits, ensuring they are measurable and accountable. The lifecycle of benefits management is broken down into identification, analysis, planning, realization, and transition, providing a structured approach to achieving and sustaining program benefits.
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Best Practices in Project Management, Program Management, PMO PowerPoint Slides: Overview of Program Management PowerPoint (PPTX) Presentation Slide Deck, S Ramani (GRT Consulting)
This PPT slide presents a framework for understanding stakeholder response stances in program management, plotted on a two-dimensional matrix. The vertical axis represents "Power," ranging from low to high, while the horizontal axis indicates "Interest," also ranging from low to high. This structure allows for a clear categorization of stakeholders based on their influence and engagement levels.
Four distinct response stances are identified within the matrix: "Comply," "Engage," "Watch," and "Disseminate." Stakeholders in the "Comply" quadrant, located in the high-power, low-interest area, are those who possess significant influence, but may not be actively engaged. The strategy here is to ensure compliance with their requirements to maintain a smooth operational flow.
In contrast, the "Engage" quadrant signifies stakeholders with both high power and high interest. These individuals or groups should be actively involved in the program, as their support can drive success. Engagement strategies are critical here, focusing on collaboration and communication.
The "Watch" quadrant includes stakeholders with low power, but high interest. While they may not have the authority to influence decisions, their interest can be leveraged for feedback and support. Monitoring their sentiments can provide valuable insights.
Finally, the "Disseminate" quadrant represents stakeholders with low power and low interest. The approach here is to keep them informed without requiring extensive engagement, ensuring they remain aware of developments without overwhelming them.
This framework is essential for tailoring communication and engagement strategies to different stakeholder groups, ultimately enhancing program effectiveness. Understanding where stakeholders fall within this matrix can guide decision-making and resource allocation.
Project Management Program Management PMO Strategic Planning Operational Excellence PowerPoint Diagrams Compilation Consulting PowerPoint Templates Consulting PowerPoint Diagrams PowerPoint Diagrams Library Hoshin Hoshin Kanri Strategy Execution Policy Deployment Strategy Deployment Hoshin Planning Strategy Deployment & Execution Cyber Security Cybersecurity IT Security Process Improvement Kaizen Continuous Improvement Business Process Re-engineering Business Process Improvement Strategy Development Consulting Proposal Development Consulting Proposals Digital Transformation Customer Experience Business Transformation Digital Transformation Strategy User Experience Customer Strategy Mobile Strategy Organizational Transformation Corporate Transformation Bain PowerPoint McKinsey PowerPoint Bain Presentations Bain Frameworks Boston Consulting Group PowerPoint Consulting Frameworks Strategy Frameworks Mercer PowerPoint PwC PowerPoint Bain Templates Accenture Templates McKinsey Templates Boston Consulting Group Templates Consulting Methodologies Accenture PowerPoint Booz Documents PwC Templates Capgemini PowerPoint Strategy Frameworks Compilation Oliver Wyman Presentations Boston Consulting Group Frameworks E&Y PowerPoint IBM Presentations Oliver Wyman Templates Strategy Consulting Frameworks Bain Documents IBM Documents Capgemini Documents Roland Berger PowerPoint A.T. Kearney PowerPoint BCG Documents Accenture Frameworks BCG Frameworks BCG PowerPoint Oliver Wyman PowerPoint Consulting Documents BCG Presentations A.T. Kearney Documents Management Consulting Frameworks BCG Templates E&Y Templates Roland Berger Presentations Capgemini Templates Boston Consulting Group Documents LEK Frameworks Booz Allen Presentations E&Y Frameworks McKinsey Presentations Booz Allen Frameworks A.T. Kearney Frameworks IBM Templates Booz Allen PowerPoint Accenture Documents Accenture Presentations A.T. Kearney Templates McKinsey Frameworks Boston Consulting Group Presentations McKinsey Documents LEK PowerPoint Mercer Templates Roland Berger Frameworks Capgemini Frameworks Booz Presentations Roland Berger Templates Strategy Methodologies PwC Frameworks Booz Allen Templates Strategy& Presentations Booz Templates Oliver Wyman Documents Mercer Presentations LEK Documents LEK Templates PwC Presentations IBM PowerPoint Capgemini Presentations E&Y Documents Oliver Wyman Frameworks Booz Allen Documents PwC Documents IBM Frameworks Mercer Frameworks Mercer Documents LEK Presentations Booz PowerPoint Booz Frameworks Strategy Documents A.T. Kearney Presentations Roland Berger Documents Business Frameworks E&Y Presentations Strategy& PowerPoint Deloitte PowerPoint Consulting Process Strategic Thinking Strategic Analysis A.T. Kearney Frameworks A.T. Kearney PowerPoint A.T. Kearney Templates A.T. Kearney Documents A.T. Kearney Presentations MIS IT Information Technology IT Strategy Management Information Systems Information Architecture Decision Making Decision Analysis Gantt Chart Templates Excel Project Plan Project Planning Workbook Excel Project Management Project Plan Templates
![]() |
Receive our FREE presentation on Operational Excellence
This 50-slide presentation provides a high-level introduction to the 4 Building Blocks of Operational Excellence. Achieving OpEx requires the implementation of a Business Execution System that integrates these 4 building blocks. |