vier methodes voor programmamanagement - pgm open · 2019. 6. 25. · vier methodes voor...

Vier methodes voor programmamanagement

Helmuth Stoop

Lia de Zoete

Hans Licht

De Fabrique, Utrecht

6 februari 2014

programmamanagementPGM Open 2014

Andre Legerman

PMI Standard for Program Management

Third edition

Vier methodes voor programmamanagement 6 februari 2014 2|© Twynstra Gudde |

Andre Legerman PgMP

‐ The PMI definition of a program is: “A group of related projects, subprograms, and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually”

‐ Program management is the application of knowledge, skills, tools,

Program Management volgens PMI


‐ Program management is the application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually. It involves aligning multiple components to achieve the program goals and allows for optimized or integrated cost, schedule and effort

Strategic programs - initiated as a result of the organization's strategic planning process, typically through a portfolio management function (e.g., a new product or service launch or an organizational redesign). These initiatives typically support the organization's strategic goals and objectives and enable the organization's vision and mission.

Compliance programs - initiated as a result of legislation, regulations, or contractual obligations (e.g., international banking regulations, fuel emission standards, or data privacy and security requirements). These initiatives are

Categoriën programma’s


standards, or data privacy and security requirements). These initiatives are typically not strategic in nature but must be performed by the organization.

Emergent programs - initiated as a result of the organization recognizing that disparate initiatives are related through a common outcome, capability, strategic objective, or delivery of a collective set of benefits (e.g., a process improvement program integrated with a complementary software development initiative). These initiatives may be grouped together if the organization determines that they could benefit by managing them as a program.

Core knowledge and skill areas


The domains in the Standard for Program Management

Program StrategyProgram StrategyProgram StrategyProgram StrategyAlignmentAlignmentAlignmentAlignment

Program Life Program Life Program Life Program Life Cycle Cycle Cycle Cycle Management:Management:Management:Management:

---- Program DefinitionProgram DefinitionProgram DefinitionProgram Definition---- Program Benefits DeliveryProgram Benefits DeliveryProgram Benefits DeliveryProgram Benefits Delivery

---- Program ClosureProgram ClosureProgram ClosureProgram Closure


Program Stakeholder Program Stakeholder Program Stakeholder Program Stakeholder EngagementEngagementEngagementEngagement

Program Benefits Program Benefits Program Benefits Program Benefits ManagementManagementManagementManagement

Program GovernanceProgram GovernanceProgram GovernanceProgram Governance

Program Lifecycle Management: supporting processes

8.1 Program 8.1 Program 8.1 Program 8.1 Program CommunicationsCommunicationsCommunicationsCommunications

ManagementManagementManagementManagement8.2 Program Financial8.2 Program Financial8.2 Program Financial8.2 Program Financial

ManagementManagementManagementManagement8.3 Program Integration 8.3 Program Integration 8.3 Program Integration 8.3 Program Integration

ManagementManagementManagementManagement

PROGRAM LIFECYCLEPROGRAM LIFECYCLEPROGRAM LIFECYCLEPROGRAM LIFECYCLEMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT


8.4 Program 8.4 Program 8.4 Program 8.4 Program ProcurementProcurementProcurementProcurementManagementManagementManagementManagement

8.5 8.5 8.5 8.5 Program QualityProgram QualityProgram QualityProgram QualityManagementManagementManagementManagement

8.6 Program 8.6 Program 8.6 Program 8.6 Program ResourceResourceResourceResourceManagementManagementManagementManagement

8.7 8.7 8.7 8.7 Program Program Program Program Risk Risk Risk Risk ManagementManagementManagementManagement ManagementManagementManagementManagement

8.8 8.8 8.8 8.8 Program Program Program Program ScheduleScheduleScheduleScheduleManagementManagementManagementManagement

8.9 8.9 8.9 8.9 Program Program Program Program ScopeScopeScopeScopeManagementManagementManagementManagement

Project Management Body of Knowledge

5.Project 5.Project 5.Project 5.Project ScopeScopeScopeScopeManagementManagementManagementManagement

6. Project Time6. Project Time6. Project Time6. Project TimeManagementManagementManagementManagement

7.7.7.7. Project CostProject CostProject CostProject CostManagementManagementManagementManagement

5.1 Plan Scope Management5.2 Collect Requirements

5.3 Define Scope

6.1 Plan Schedule Management6.2 Define Activities

6.3 Sequence Activities

PROJECTPROJECTPROJECTPROJECTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT

4.4.4.4.Project IntegrationProject IntegrationProject IntegrationProject IntegrationManagementManagementManagementManagement

4.1 Develop Project Charter4.2 Develop Project Management Plan4.3 Direct and Manage Project Work4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control4.6 Close Project or Phase

7.1 Plan Cost Management7.2 Estimate Costs

7.3 Determine Budget


8.8.8.8. Project QualityProject QualityProject QualityProject QualityManagementManagementManagementManagement

9.Project Human Resource9.Project Human Resource9.Project Human Resource9.Project Human ResourceManagementManagementManagementManagement

10. Project Communications10. Project Communications10. Project Communications10. Project CommunicationsManagementManagementManagementManagement

11. Project Risk11. Project Risk11. Project Risk11. Project RiskManagementManagementManagementManagement

12. Project Procurement12. Project Procurement12. Project Procurement12. Project ProcurementManagementManagementManagementManagement

13. Project Stakeholder 13. Project Stakeholder 13. Project Stakeholder 13. Project Stakeholder Management Management Management Management

5.3 Define Scope 5.4 Create WBS

5.5 Validate Scope 5.5 Control Scope

6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations

6.6 Develop Schedule6.7 Control Schedule

8.1 Plan Quality Management8.2 Perform Quality Assurance

8.3 Control Quality

9.1Plan Human Resource Management9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10.1 Plan Communications Management

10.2 Manage Communications10.3 Control Communications

11.1 Plan Risk Management11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses11.6 Control Risks

12.1 Plan Procurement Management12.2 Conduct Procurements12.3 Control Procurements12.4 Close Procurements

7.3 Determine Budget7.4 Control Costs

13.1 Identify Stakeholders13.2 Plan Stakeholder Management

13.3 Manage Stakeholder Engagement13.4 Control Stakeholder Engagement

PgMP certificering: Eligibility Requirements


PgMP: Application and Certification Process

8 experience summaries (200 -350 words each)

Example:Describe how your program stayed in your program stayed in your program stayed in your program stayed in

alignmentalignmentalignmentalignment with strategic business

ApplicationApplicationApplicationApplication SubmissionSubmissionSubmissionSubmission-Project- and program management

experience- Experience summaries

ApplicationApplicationApplicationApplication Payment Payment Payment Payment ProcesProcesProcesProces€ 655 -815


alignmentalignmentalignmentalignment with strategic business and/or organizational objectives. In

your answer, please address: Which monitoring techniques youyouyouyou used

to validate and maintain alignment? How youyouyouyou applied corrective actions to

maintain alignment?

Audit Audit Audit Audit ProcessProcessProcessProcess(if application is selected)

Evaluation Evaluation Evaluation Evaluation 1: 1: 1: 1: Panel ReviewPanel ReviewPanel ReviewPanel Review

Evaluation 2:Evaluation 2:Evaluation 2:Evaluation 2:Multiple Multiple Multiple Multiple Choice Choice Choice Choice ExaminationExaminationExaminationExamination

170 questions in 4 hours

MSP Managing Successful Programmes

Lia de Zoete, Capgemini


Lia de Zoete, Capgemini

Succesvol Project?

Behoefte

DoelDoelDoelDoel

Onderzoek Gebruik en BeheerGebruik en BeheerGebruik en BeheerGebruik en Beheer

ProjectresultaatProjectresultaatProjectresultaatProjectresultaat Baten

ProgrammaProgrammaProgrammaProgramma

Maken


tijd€

Projectinvestering Operationele- en onderhoudskosten

ProjectProjectProjectProject

Focus op het ‘Focus op het ‘Focus op het ‘Focus op het ‘uitnuttenuitnuttenuitnuttenuitnutten’ van het resultaat’ van het resultaat’ van het resultaat’ van het resultaat

Axelos Best Management Practice Guidance

Glossary

Models Guidance

Management of Risk®

Management of Value™

Portfolio, Programme and Project

Offices (P3O®)

Managing Benefits™

Portfolio, Programme and Project

Maturity Model

(P3M3®)


PRINCE2™ Maturity Model

(P2MM)

Portfolio Management (MoP™)

Programme Management (MSP®)

Project Management (PRINCE2™)

Making sense of Change Management ™

© Crown Copyright 2011 Reproduced with permission from AxelosM_o_R® is a Registered Trade Mark of the Axelos in the United Kingdom and other countries

PRINCE2® is a Registered Trade Mark of the Axelos in the United Kingdom and other countries

MSP® is a Registered Trade Mark of the Axelos in the United Kingdom and other countries

P3M3® is a Registered Trade Mark of the Axelos in the United Kingdom and other countries

P3O® is a Registered Trade Mark of the Axelos

MoP™ is a Trade Mark of the Axelos in the United Kingdom and other countries

MoV™ is a Trade Mark of the Axelos in the United Kingdom and other countries

MSP®: Principles, Governance Themes and Transformational Flow

Remaining aligned with corporate strategy

ProgrammeProgrammeProgrammeProgrammeorganizationorganizationorganizationorganization

Defining aDefining aDefining aDefining aProgrammeProgrammeProgrammeProgramme

Identifying aIdentifying aIdentifying aIdentifying aProgrammeProgrammeProgrammeProgramme

Outer RingOuter RingOuter RingOuter Ring PrinciplesPrinciplesPrinciplesPrinciples

SecondSecondSecondSecond Ring Governance Ring Governance Ring Governance Ring Governance ThemesThemesThemesThemes

Inner Inner Inner Inner CircleCircleCircleCircle TransformationalTransformationalTransformationalTransformational FlowFlowFlowFlow


ProgrammeProgrammeProgrammeProgramme

Closing aClosing aClosing aClosing aProgrammeProgrammeProgrammeProgramme

Delivering theDelivering theDelivering theDelivering theCapabilityCapabilityCapabilityCapability

RealisingRealisingRealisingRealisingthe Benefitsthe Benefitsthe Benefitsthe Benefits

Managing

Managing

Managing

Managing

the Tranchesthe Tranchesthe Tranchesthe Tranches

© Crown copyright 2009 Reproduced under licence from OGC

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Digitaal archief

Programmamanagement,

Sturen op Samenhang


Helmuth Stoop, Twynstra Gudde

Bij programma’s spelen 8 hoofdthema’s

Kiezen


Programmeren

Leidinggeven

Beslissen

Ontwikkelen

Besturen

Onze betrokkenheid bij programma’s


Programma’s verbinden virtueel en reëel

Reëel (in het echt)

Virtueel (op papier)

Ambitie en doelen(beoogde effecten)

Expliciteren

Werkelijkesituatie

(On)gewenste effecten

vergelijken, aanpassen


Visie, strategie, inspannings-plannen

Uitvoeren

Vormgeven VerzilverenMiddelen

Uitkomsten

boJÇçÉäÉå

Doelen‐Inspanningen‐Middelen Netwerk


pj^oqL

j^dfb=ÇçÉäÉå

fåëé~ååáåÖÉå

jáÇÇÉäÉå

Vijf criteria om te sturen en beïnvloeden

Tempo: gaan we nog snel genoeg?

Flexibiliteit:kunnen we nog

dingen veranderen?


Haalbaarheid: is het nog

steeds realistisch?

Efficiëntie:zijn de kosten en baten

nog in balans?

Doelgerichtheid:zijn we nog

steeds effectief?

Programmatisch Creëren

Hans Licht, Phaos/Organisatieregie


Hans Licht, Phaos/Organisatieregie

Uitgaande van het Rijnlandse cultuurmodel, theorie Y van McGregor en de behoefte piramide van Maslow kiezen we als perspectief:

‐ Als voldaan wordt aan de behoefte aan veiligheid, is iedereen bereid verantwoordelijkheid te nemen

Mensbeeld achter PGMC


‐ Iedereen wil gezien en gehoord worden en wil dan hun creërend vermogen zinvol inzetten

‐ Mensen willen zich persoonlijk ontwikkelen en zin geven aan hun leven.

Wat is een programma?

INSPANNINGEN


INSPANNINGEN

Doelenboom

Operat ioneel Doel 1

Producten Inspanningen Inspanningen

Projecten Inspanningen Resultaten

Activiteiten Projecten

Operat ioneel Doel 2 Opera t ioneel

Doel 3

Operat ioneel Doel 4

wat gehaald moet worden

leidt tot effecten en baten


st ra tegisch program m adoel

visie commitment,

energie

streven, ambitie

Varianten van programmasturing

Uitvoeringsactiviteiten onder

programmamanager

volledigSturenvanuitbevoegd-heden


Sturenmet budget

Budgetbeheer bij programmamanager

Uitvoeringsactiviteiten onder

programmamanager

vollediggeen

Sturen op basis van regie

Programma‐

Opdrachtgevend systeem

Opdrachtgever (v PGM)

Programma-contract

Organisatieniveaus


Programma‐

manager

Projectleiders

Managers

Project-contracten

De creatielemniscaat


Helmuth Stoop

[email protected]

Lia de Zoete

Hans Licht

Helmuth Stoop, [email protected]

Lia de Zoete, [email protected]

Hans Licht, [email protected]

Andre Legerman, [email protected]

vier methodes voor programmamanagement - pgm open · 2019. 6. 25. · vier methodes voor...

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