program management & leadership

8/14/2019 Program Management & Leadership

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Program Management & Leadership

A Point of View

By Tom Tiede

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A program can consist of multiple phases, multiple projects, multiple work streams,

or a combination of all of them.


ProgramNew DC

PhaseStrategy PhaseDesign PhaseImplementation ProgramDC Network Rollout

ProjectDC1

ProjectDC2

ProjectDC3

Program

DC Implementation

WorkStream

Operations

WorkStream

Building

WorkStream

MHS

WorkStream

Systems

WorkStream

People

Multiple Projects

Multiple Phases

Multiple Work Streams

Illustrative

3



The primary differences between a Program Manager and a Project Manager is the

depth of detail and scope of responsibility.


Scope Detail

Broad

GranularNarrow

Aggregate

ProgramManager (examples)

• Multiple phases• Multiple projects• Multiple work streams

ProjectManager (examples)

• Single phase

• Single project• Single work stream

ScheduleBudget

DeliverablesCoordination

Issues & Risks

4



UltimateGoal

The value of Program Management is to provide leadership, simplify complexity,

reduce risk, and achieve results (which is the ultimate goal).


ProvideLeadership

Bring Structure& Toolkit

Focus onObjectives

IntegrateSchedules

AlignTeams

Establish Accountabilities

ProvideCoaching

StreamlineCommunication

Maintain Visibility

ManageQuality

ResolveIssues

MitigateRisks

FacilitateChange

AchieveResults

Value ofProgram

Management

5



Complexity and risk of a program is difficult to avoid when seeking significant

change.


As ProjectComplexity and

Risk Increase…

Breadth inScope

Size in

Scale

Inexperienceof Team

Magnitudeof Change

# ofStakeholders

CompetingInitiatives

… so Does the Need

for IncreasedManagement, Visibility, & Control

Complex projects often fail when you fail to manage complexity. 6



What are the costs and risks of failed expectations?


P e r

f o r m a n c e

Time

PoorStart Up

DesiredSteady State

CurrentState

Implementation “J-Curve”

“Go-Live”

UnexpectedSteady State

PerformanceGap What are the costs?

• Higher implementation costs?• Delayed or lower business results?What are the risks?• Lost customers?• Tarnished reputations?

DesiredStart Up

Clearly, the stakes are high. 7



This example scenario depicts the $ impact of labor inefficiency and lost gross profit

when performance lags during a start up.


Example J Curve Month -2 Month -1 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Total Loss ($MM)Labor Inefficiency % 0% 0% 40% 30% 20% 10% 0% 0%

Loss Sales Opportunity 0% 0% 20% 15% 10% 5% 0% 0%

Labor Inefficiency $0 $0 ($0.24) ($0.18) ($0.12) ($0.06) $0.00 $0.00 ($0.60)

GP on Lost Sales $0 $0 ($1.25) ($0.94) ($0.63) ($0.31) $0.00 $0.00 ($3.73)

Cumulative Loss $0 $0 ($1.49) ($2.61) ($3.35) ($3.73) ($3.73) ($3.73) ($3.73)

Example Scenario: DC Labor

FTEs 250

$/Hour 15

Hours/Month 160Monthly Labor $ $600,000

Example Scenario: Gross Profit

Annual Company Revenue $1,200,000,000

Gross Profit @ 25% $300,000,000

Distribution Centers (DCs) 4Gross Profit (GP)/DC $75,000,000

GP/DC/Month $6,250,000

How do youminimize this loss?

“Go Live”

Current State Steady State

8



Common reasons programs fail or under-perform:


Categories Common Pitfalls

Scope & ObjectivesUnclear, misunderstood, differing points of view, moving target, creeping, lack ofchange control, not measured (or measurable), results not tracked

Approach & MethodologyUnclear, siloed, misaligned across teams (e.g. gaps or redundancies), notfollowed, too rigid, too linear, lack of continuity across phases, ignoring risk

Deliverables & QualityUnclear, misaligned (e.g. gaps or redundancies), too detailed, too high-level, lackof ownership, incorrect, inconsistent quality, late

Roles & ResponsibilitiesUnclear, too narrow or too broad in scope, not communicated, not assigned, notfilled, misaligned, insufficient skills, lack of accountability

Planning & SchedulingUnclear, incomplete, too aggressive, not integrated, too high level, too detailed,progress not tracked, assumes perfection, no contingency

Budgeting & Cost ControlUnclear, under-estimated, not tied to business case, lack of visibility, lack offinancial control, no contingency

Knowledge & Experience Limited, not shared, not developed during project, not confirmed, lack ofempowerment, lack of continuity across phases, incomplete transition

Issues & Resolution Unclear, unknown, lack of owner, lack of progress, linger too long

Communication & VisibilityUnclear, siloed, not targeted or tailored to audience, too much equals noise,inaccurate, incomplete, hiding or delaying unpleasant news

Priority & SponsorshipUnclear, competing initiatives, insufficient stakeholder & organizationalawareness, change in business priorities, change in executive sponsors

9



As an example, a common pitfall is the failure to align project roles with specific

names, specific responsibilities, time commitments, and results.


Roles(Organization Chart)

Time(Resource Plan)

Responsibilities(RACI Chart)

How much time is being

allocated to each team member?• Resource Name• Hours on Project by Time Period

Have they been assigned

specific responsibilities and arethey qualified to do the work?• Specific Responsibility by Name• Deliverables expected by Name

Who is on the project?• Diagram of Roles and Names• Project Reporting Structure

A name shouldappear in all 3corners of this

triangle

Results

Are they getting the work doneon time and with good quality?• Status reporting• Quality reviews

Individuals need tobe accountable for

results

10



Another common pitfall is misunderstanding the need and the value in aligning the

flow information across the program.


A l i g n m e n t o f I n f o r m

a t i o n

The Status Report providesweekly information toproject leadership for

ACTION

The ADRA & the IntegratedSchedule are the

repositories of projectinformation

Leaders need consistent andcorrect information toDIRECT and CORRECT

Meeting Notes & DailyDiscussions provide theinput to support the ADRA& Schedule

ProgramLeadership

CompanyLeadership

Project/ProgramStatus Reports

Dashboard ofProjects &Programs

Actions/Issues, Decisions,Risks, & Assumptions Log

(ADRA)

Discussions

Integrated

Project/ProgramSchedule

MeetingNotes

11



Another common pitfall is the failure to organize as a fully integrated program.

Success is difficult if managed as a series of independent activities and siloed workstreams (as depicted below).


T y p i c a l D C I m

p l e m e n t a t i o n A c t i v i t i e s

Illustrative

12



Program Management Leadership and Coordination are like two sides of the brain

that naturally interact in order to be effective.


Left BrainLogicFacts

Figures

Sequence

Right BrainEmotionIntuitionCreativity

Holistic Thought

ProgramCoordinationTools & Structure

Plans & SchedulesRoles & ResponsibilitiesDeliverables & Progress

Activities & IssuesMeetings & Action Items

Notes & Reports “Laptop” Focused

ProgramLeadership

Clarity & Conviction

Knowledge & ExperiencePresence & ContextCreative & Forward ThinkingHolistic & Longer Term ViewCoaching & Team Building Accountability & Results

“People” Focused

15



Who is a Program Leader?


Cop or Coach?

Carrying a Law Book or a Playbook?

A Program Leader is more like a coach responsible for developing a solid gameplan and leveraging the skills of the team toward the accomplishment of a

challenging but worthy goal. 16

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Great coaches are effective leaders because they master the hard disciplines and

soft skills needed to achieve results.


“Hardware” of Leadership “Software” of Leadership

Instilling a disciplined & proven approachClarifying everyone’s assignments

Building skills through practice & repetitionPreparing for the unexpected

Constructing the playbook & game plan

Crafting a creative & long term visionLeveraging talent & building a winning team

Demanding accountability of everyoneCalling the right plays at the right time

Focusing on the ultimate goal 17



The approach to Program Management is to provide the leadership, discipline, and

foundational principles and tools needed to avoid common pitfalls and achieveresults.


Change Management

Program Quality Assurance

Risk & Issue Management

Financial Management

Program Schedule Management

Cross Functional Methodology Alignment

Communication & Knowledge Management

Program Organization Structure

Foundational Structure of Program Management Principles & Tools

Program Management:• Provides structure & discipline• Establishes expectations• Focuses on integration &

communication• Leverages skills• Mitigates risk• Drives results

BusinessCase Results

Each Project or Work Stream:• Focuses on individual

responsibilities &interdependencies

• Aligns with programstructure & objectives

18



B u s

i n e s s S o l u t i o n C

o m p l e x i t y

Business Stakeholder Complexity

A

B

C

DLow Degree of

Complexity

HighDegree ofProgram

Leadership

High Degreeof Program

CoordinationHigh Degree ofCoordination &

Leadership

The degree of Program Management needed is proportional to the complexity of

the business solution and business stakeholder group.


EquipmentSystemsOperationsSchedule

Experience

Magnitude of Change# of Stakeholders

Alignment across Leaders Availability of Resources

You cannot take a

“one size fits all”approach…instead,

you tailor yourapproach based on

need

19



Simplify the Program Management process by breaking it into four basic phases.


Program Lifecycle

Initiate(Pre-Kickoff)

Plan(Post-Kickoff)

Manage(Primary Effort)

Close

Program Phase Objectives

• Launch the initiative• Confirm scope, objective, approach, deliverables, and business case• Prepare program materials and begin to organize the team for success•

Set individual expectations across the initial team prior to kick-off

• Specify the schedule, deliverables, dependencies, roles, and responsibilities• Establish the structure for each work stream and cross-functional team• Orient new team members and establish the communication plan• Identify project risks and mitigation plans

• Establish a disciplined rhythm and maintain project momentum•

Communicate on a consistent and effective manner• Maintain a high standard for quality deliverables and financial control• Mandate accountability across each project team member and leader

• Complete and confirm transition to the operations and support team• Confirm expectations and measurable results are met or exceeded

20



The “secret sauce” to effectiveness is a rigorous communication process across

work streams and throughout the lifecycle of the program.


Initiate

(Pre-Kickoff )

Plan

(Post-Kickoff)

Manage

(Primary Effort)

Close

(Post Go-Live)

Program ManagementLifecycle

The intent is to avoid common pitfalls by ensuring a high degree of communication,

understanding, and accountability across teams and across phases of the program.

Program Management Deliverables Initiate Plan Manage Close

Program Start-up Checklist Complete Validate/Complete

Program Schedule Create Roadmap Integrate Detail Maintain/Communicate Confirm CompletionProgram Organization, Roles, & Responsibilities Work Stream Leads All Maintain/Communicate Confirm Completion

Program Orientation & Logistics Communicate Communicate Orient New Members Roll off Team

Contact List Initial Contacts Broaden List Maintain/Communicate

Program Kick Off & Workshops Prepare Conduct

Actions, Decisions, Risks, Assumptions (ADRA) Prepare Template Populate Maintain/Communicate Confirm Completion

Business Case Review Confirm Monitor/Communicate Assess Results

Communication Plan Assess Create Maintain/Communicate Communicate Close

Program Charter Prepare Populate Maintain/Communicate

Program & Work Stream Status Reports Prepare Template Populate Communicate Confirm Completion

Risk Assessment Validate Update Maintain/CommunicateSteering Committee Report Prepare/Communicate

Quality Assurance Plan Assess Prepare Facilitate/Assess Validate

Project Budget Validate Update Maintain/Report Confirm/Close

Change Management Plan Evaluate Facilitate/Socialize Complete Transition

Program Close Checklist Communicate Validate/Complete

Checkpoint Reviews

21




A summary of key takeaways for you from this presentation:

22

• A program can consist of multiple phases, projects,and work streams

• The primary differences between ProgramManagement and Project Management is the depthof detail and scope of responsibility

• The value of Program Management is to provide

leadership, simplify complexity, reduce risk, andachieve results

• Complexity and risk of a program are difficult toavoid when seeking significant change

• And, complex projects often fail when you fail tomanage complexity…and, the cost of failedexpectations is higho A common pitfall is the failure to align project roles

with specific names, specific deliverables, clear timecommitments, and, ultimately, resultso Another common pitfall is misunderstanding the

need and value of aligned information

• Success of a complex DC implementation is difficultunless managed as a program with strongleadership, structured communication, and cross-functional methodologies and deliverables

• A Program Management Office (PMO) requiresboth the “right brain” soft skills of ProgramLeadership and the “left brain” hard disciplines of

Program Coordination• A Program Leader acts more like a coach than a

cop

• And, we apply soft skills, hard disciplines, andproven tools to avoid common pitfalls and achievebusiness results

• The degree of Program Management needed isproportional to the complexity of the businesssolution and business stakeholder group

• So, you cannot take a “one size fits all” approach…instead, you tailor our approach based on need

•The overall approach is simple: Initiate, Plan,Manage, Close

• And, the “secret sauce” is a rigorouscommunication process to avoid common pitfalls

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