28.9.11

Change Management


Change management refers to the set of activities necessary to ensure acceptance and support for the program and its results at both organizational and human level. The existence of a formal change management plan results in increased Return On Investment (ROI), reduced risks associated with any large-scale program and supports those involved in obtaining benefits for which the program was created.
Change approach: Similar with the levels explained in Program governance, we need a two-tier management structure to carry out Change Management activities. A Program needs a board of senior management to meet once a month or at major phases, with the responsibility to review the activities, take decisions and allocate resources to implement change. This can be the Steering Committee. The second level is the Change Management team, whose roles are:
ü  Define the risks and problems that could slow down or endanger implementation and recommend strategies for their elimination, with particular emphasis on organizational and human factors;
ü  Carry out activities to disseminate information and training to raise the knowledge and skills that will be necessary after the adoption of program results;
ü  Prepare personalized plans for top managers and employees affected by the change, which contain presentations of the new business processes and their impact on how operations are carried out routinely;
ü  Recommend strategies to minimize the impact, additional effort or difficulties in ongoing business after the change;
ü  Encourage greater involvement of the sponsors and top managers in the program;
ü  Establish a support system and help those in difficulty after the implementation of program results;
ü  Disseminate and communicate the anticipated benefits continued to ensure acceptance, enthusiasm, performance and to support those affected;
ü  Recommend the necessary organizational changes, including hierarchical and human resources (performance assessment, compensation, benefits, rewards);
Analyze together with those involved and recommend changes in the hierarchical structure, policies, procedures and job descriptions amended in accordance with the changes.

25.9.11

Program Governance


“Program governance” is the name used for all formal mechanisms that must be put in place to ensure alignment between business objectives and deliverables of the program, and ultimately, to ensure the success of the program. These mechanisms are organizational structures, methods and processes that allow the Program Manager to assess whether the program is on track and to order corrective actions if necessary. Their goal is to provide:

1. A structure (virtual team) for necessary decisions related to the program;

2. A method for providing focus to the common goal of all parties involved;

3. A risk and stakeholders requirements management process.

Successful implementation of a program will be managed by managerial teams at four levels, with a clear role and performing a set of activities appropriate to their level of competence:


Level
Participants
Frequency
Objectives
Executive Committee
· C-level
· Program Management Team
Quaterly
· Status
· Sets strategic direction of the program
Steering Committee
· Sponsors, managers
· Program management team
Monthly or on major deliverables
· Status
· Ensure the necessary resources
· Escalation
Program management team
· Project Managers
· Technical Leaders
Weekly
· Progress
· Coordination
· Escalation
Project management team
· Project Managers
· Technical Leaders
Weekly or on demand
· Status
· Coordination
· Solutions approval



The role of each entity is explained below.

The role of the Executive Committee

The Executive Committee shall meet quarterly or more frequently depending on the health of the program and will perform the following roles:
ü  Define the vision of the program, the strategic direction and the appropriate tactical objectives;
ü  Ensure alignment of long-term strategy and program direction;
ü  Monitor all aspects of high-level planning, time, cost, benefits, deliverables and support to achieve the ultimate program benefits;
ü  Support and implementation of decisions required to change business processes and practices;
ü  Review and solve problems that require executive action, such as major changes and strategy issues;
ü  Establish and maintain strategic relationships with suppliers and customers involved in the program.

Role of the Steering Committee:

The Executive Board will meet monthly, at major milestones and at the request of program management team, with the following objectives:
ü  Review of program status;
ü  Approval of deliverables;
ü  To make decisions beyond the authority of the Program Manager.

The Role of Program Management Team:

The program management team includes in addition to the Program Manager, the Project Managers of the components and can include a Program Assistant. The program management team meets weekly and has the following roles:
ü  To plan the following activities and focus on program objectives;
ü  To ensure integration, coordination and correct sequencing of interrelated projects;
ü  To define milestones for the high-level deliverables of the program;
ü  To initiate and prepare governance actions (escalation, meetings, etc.);
ü  To provide progress reports and communicate to those interested;
ü  To communicate and disseminate information on best practices and reusable components from project leaders;
ü  To take proactive measures to manage risk;
ü  To implement the communication plan and change management;
ü  To ensure quality program deliverables.

The Role of Project Management Team:

ü  Planning and coordination of projects, taking into account the vision, objectives and constraints of the program they belong;
ü  Monitoring and reporting for the project;
ü  Provide necessary material and human resources for the project;
ü  Risk management and changes in the project;
ü  Budgeting and financial analysis;
ü  Quality assurance.