Program Management

592Program management is the discipline composed of component projects (individual projects managed as a group). This practice is where multiple similar projects are managed in a coordinated fashion rendering a more effective means of assuring the success of multiple projects as a whole rather than separately. In our management consulting division, the firm offers committed program management consulting services by our managers who are specifically identified to address the needs of each client’s program demands. Unlike the temporary nature of individual projects, programs can have overlap with other programs and projects where one or more may conclude and others begin or continue until complete. This can create a situation where programs are more like ongoing operations, but still require deadlines and definite end dates for the projects within them. The Johnson Consultancy initiates customized planning and execution activities necessary to develop the quality benefits expected by the end-user. Our planning is generated using the best practices of program management founded on various standards and guidelines in the industry. Our most practical criteria are based on the recommendations of the Project Management Institute (PMI) and we direct this guidance toward our clients’ program expectations.


In accordance with best practices, TJC approaches program management as follows:

PERFORMANCE DOMAINS

  • A.1 | Program Governance: For larger professional business organizations, in particular, program governance is important. It is the portion of the system for which processes and procedures are implemented. When there is an established program governance board—direction, oversight, and policies for making decisions are facilitated by a team or committee responsible for monitoring or supervising program issues over the life span of the program.
  • A.2 | Program Strategy Alignment: Understanding where a company [or program] is, compared to where it wants to be, is where strategy presides relative to programs. The client and program manager must see the current state of the program and then identify where they want it to be. After this point, objectives can be formulated to make planned opportunities and benefits a reality through proper implementation of the program.
  • A.3 | Program Life Cycle Management: In terms of program duration or overall timeline, this is the domain where many activities may flow in a sequence, but typically overlap in non-sequential ways. Depending on the program and its requirements, a strong program definition helps articulate the benefits delivery criteria while also spelling out program closure needs. For a program to be successful, integrating the other four domains as inputs and outputs during applicable phases or stage closures is what brings coherency over the duration of the program.
  • A.4 | Program Benefits Management: Managing all of the expectations of the program as conveyed by the client is the factor that affects delivery. When program managers help define, maximize, and sustain desired benefits of the program, good management is said to have been conducted. Integrating internal flows of work between individuals from various functional groups should be practical and effective at evading repetitive tasks. For benefits to come to fruition, adequate integration of people and activities are necessary for success.
  • A.5 | Program Stakeholder Engagement: Gathering the accurate needs of stakeholders is similar to defining the program benefits. Meeting the expectations of both requires critical analysis of program impact as seen by stakeholders. For support to be attained and sustained by program stakeholders; effective communication, channeling, listening, and sharing are important for progress. This is a form of integration as well but on the spectrum of people who will benefit from the program’s outcome. One must be sure to pay close attention to stakeholder desires as well as their needs and expectations. This is how TJC maintains stakeholder support until the conclusion of the program.

PROGRAM LIFE CYCLE PHASES

  • A.1 | Program Definition: For organizations to arrive at the ideals combined from early strategic thinking conversations, they must adhere to the agreed-upon vision stemming from the portfolio strategy sought by the firm. This means that the program is set up to progress in a manner that builds up the objectives of the corporate strategy. This definition stage ultimately seeks to gain overall program approval by stakeholders based on well-defined expected outcomes.
  • A.2 | Program Benefits Delivery: In this phase, programs do not proceed effectively unless the expected outcomes are previously defined. This comes from information procured in the component projects. Since programs are made up of multiple projects that are similar or selected based on meeting the strategic goals of a company, benefits delivery comes by way of planning for the combined benefits as a whole.
  • A.3 | Program Closure: In concluding a program, it is vital that all phases and domains be found acceptable to the client before finalization and transfer. The closing of programs requires more than quick signoffs and brief conversations: they require a plan to sufficiently execute and control closing procedures that are applicable to specific areas of the program as well as the whole. Our program specialists work comprehensively at this stage directly with the client team.

The firm’s specialty areas of program management are in the architecture, engineering, and construction professions. However, our partners and expert consultants are integrated so general business, information technology, finance, and other types of business organizational needs are served when necessary. Any business model that operates on programs has a much higher probability of succeeding with a professionally detailed program plan. The Johnson Consultancy is the consulting firm that can make that happen for those who struggle to find time to develop a solid realistic plan. Not only can we create the plan in conjunction with your internal team; we also offer the option to provide full management execution of the program itself. This can be performed either in consulting assistance with your managers or as the direct contracted program manager for your business endeavor.

Please give us a call or email to discuss your program needs.