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PROGRAM GOVERNANCE OVERVIEW

Governance is the process of developing, communicating, implementing, and monitoring, the policies, procedures, organization structures, and practices associated with projects are properly applied to increase the probability of success, across all functional activities.

PROGRAM GOVERNANCE

ROADMAP

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+Program Governance

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Decision Making

Structures

Collaboration Enablers

Operating Processes

Roles, Responsibilities, and Decision Rights

Essential processes for development, release, project management, risk, and, performance reporting

Capture and connect disparate issues, decision makers, and issue resolution processes

+Program Governance in One Page

n  Connect project performance measures with business performance measures through the application of policies, procedures, processes, and tools.

n  Measure and manage the spend for the value produced from project work, including software development, infrastructure, customer support, testing, quality assurance, validation and other support functions.

n  Assign accountability to organizations and individuals in their participation in product development and sustainment processes.

n  Increase the maturity of product development, release, and sustainment processes to transform the organization to increase the effectiveness of all work activities.

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Program Governance – specify the decision rights and accountability framework to elicit desired behaviors in the

development and sustainment of products and services.

+ Framework for Program Governance n  Align software development, testing, quality assurance, release

management and IT operations with the business needs

n  Provide predictable, content processes that meet customer expectations

n  Enable efficient and effective delivery of products and services

n  Enable measureable, improvable processes that can be tuned for accurate delivery and overall effectiveness of offerings

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ITIL V3 is the basis for delivering these outcomes. CMMI Dev and CMS guidance are enablers.

+Business Governance …

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Governance is the set of decisions that defines expectations, grants power, and verifies

performance. It consists either of a separate process or of a

specific part of management or leadership processes.

+ Information Technology Governance

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Firms with superior software development governance have more than 25% higher profits than firms with poor governance given the same strategic objectives.

These top performers have custom designed product development governance for their strategies.

Just as corporate governance aims to ensure quality decisions about all corporate assets, software development governance links decisions with company objectives and monitors performance and accountability.

+Program Governance is …

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Program Governance is ’s framework to ensure project’s are conceived and executed in accordance with best project management practices within a wider framework of an organizational governance processes.

Effective program governance ensures projects deliver their expected value.

An appropriate governance framework ensures all expenditures are appropriate for the risks being managed.

Program governance approach is not about micromanagement, it is about setting terms of reference an operating framework, defining boundaries, and ensure planning and execution are carried out in a way which assures all projects deliver the planned benefits.

+Software Project Governance is …

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The art of using processes across the project to assure that a finished quality project gets delivered on-time and on-budget.”

Program Governance is … A structured, temporary set of processes, escalation/communication and organization structures that steer and guide the program during its lifecycle while reaching the agreed end state

A working set of processes and management structures that allow key decisions to be made during the lifecycle of the program to ensure that the benefits and outcomes of the program are achievable.

+ Program Governance …

n  Provides a management framework through which project decisions can be made.

n  Is a critical element within Corporate Governance that establishes accountability and responsibility of ’s Business As Usual activities are established through organizational governance arrangements. n  Starting with the organization chart, Program Governance establishes

who in the organization is responsible for any particular operational activity the organization conducts.

n  Program Governance provides the decision making framework needed for logical, robust and repeatable management of ’s capital investments in ’s capital assets.

n  Establishes a structured approach for conducting Business As Usual activities of ’s business processes, change management, release management, and project management activities.

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n  Establish the ba for program governance, approval, and measurement with roles, accountabilities, policies, standards, and associated processes.

n  Evaluate project proposals to select those that are the best investment of funds and scarce resources and are within the ’s capability and capacity to deliver.

n  Enable resourcing of projects, harness and manage of business support and the provision of the governance resources.

n  Define the desired business outcomes, benefits, and value.

n  Control the scope, contingency funds, overall project value, and other project performance attributes.

n  Control scope, contingency funds, overall project value, and other project performance attributes.

n  Monitor the project’s progress, stakeholder’s commitment, results achieved and the leading indicators of failure.

n  Measuring of outputs, outcomes, benefits and value — against both the plan and measurable expectations.

n  Remove obstacles, manage the critical success factors, and remediate project or benefit-realization shortfalls.

n  Develop ’s project delivery capability — continually building and enhancing its ability to deliver more complex and challenging projects in less time and for less cost while generating the maximum value.

Activities of Program Governance 10

+Elements of Program Governance

Elements of Program Governance means there is … Shown by the Physical Artifact of …

A compelling business case, stating the objectives of the project and specifying the in-scope and out-of-scope elements. Risk Adjusted Business Case

A mechanism to assess the compliance of the completed project to its original objectives identifying all stakeholders with an interest in the project.

Deliverables Plan connected to business case

A defined method of communication to each stakeholder. Communications Plan

A set of business-level requirements as agreed by all stakeholders. Master deliverables

An agreed specification for the project deliverables and their measures of effectiveness and measures of performance.

Capabilities, features, functions, and testable requirements

A clear assignment of project roles and responsibilities. Responsibility Assignment Matrix

A current, published project plan that spans all project stages from project initiation through development to the transition to operations.

Integrated Master Plan Integrated Master Schedule

A system of accurate upward promoting status and progress-reporting including connections between cost, schedule, and technical performance.

Measures of physical percent complete and delivered business value

A central information repository for all project planning and reporting data. Enterprise PM System

A process for the management and resolution of issues that arise during the project. Issue tracking system

A process for the recording and communication of risks identified during project planning and execution. Risk management system

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+Decision Rights

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The Decision The Decision Right Belongs to …

Change Control

Customer Requirements

System Architecture

Security

System Performance

Resource Planning and Assignment

Project performance reporting

+ Root Cause(s) of Business and Project Performance Shortfalls

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Current Condition Desired Condition

Conflicting business priorities

Prioritize of work across the portfolio of projects, services, and offerings based on capacity for work, business commitments, and business value.

Over allocation of resources

Determine the capacity for work and plans for work from the skills and deliverables assessment of past performance .

No formal ROI based decision making

Cost, risk, capacity, and delivered value used to make management decisions.

Late delivery with mismatched work cycles

Master plans of outcomes with planned work from identified backlog in sustainable rhythm.

Unproductive work from break fix break processes

High quality software submitted for release and production on a sustainable business rhythm.

No optimization visibility to work processes

Business and Technical decisions based on capacity for work, productivity, and quality metrics.

Lack of tactical focus Sustainable business rhythm with cost and schedule margin.

Reactive issue resolution A planning horizon that assures that few surprises are encountered for unanticipated work load.

Daily impediments Infrastructure that enables work to be performed with auditable automated tools as much as possible.

+ Project Success Starts with Answers to 5 Questions

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+ Increasing the Probability of Project Success with Governance

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Policies  and  Procedures  of  Program  Governance  

Organiza(onal  Structure  defines  the  

roles,  responsibili9es  

and  accountabili9es  

People,  Processes,  and  

Tools  implement  program  

governance  

Ac(onable  Informa(on    in  units  of  measure  

meaningful  to  the  decision  makers  

Increased  Visibility  to  Program  Performance  

+Goal of Program Governance

n  Define and implement the structures, processes, procedures, and policies needed to execute program management and administration.

n  Provide active direction, periodic review of interim results, and identification and execution of adjustments to ensure achievement of the planned outcomes which contribute to the success of the overall business strategy of .

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n  Our Break Fix Break cycle is a non–recoverable sunk cost, once fixed returns money to the bottom line.

n  The dilution of work force efficiency from poor quality and break-fix is measurably high, once reduced, returns money to the bottom line.

+ Five Beneficial Outcomes of Program Governance n  Strategic Alignment of projects within the portfolio with business

strategy to support organizational objectives.

n  Risk Management by executing appropriate measures to manage and mitigate risks and reduce potential impacts on projects and programs to an acceptable level.

n  Resource Management by utilizing available resources and skills efficiently and effectively.

n  Performance Visibility through measurement, monitoring and reporting using project governance metrics to ensure organizational objectives are achieved.

n  Value Delivery by optimizing project portfolio contents in support of organizational objectives.

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+ 3 Governance Questions and their Answers

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Program  Governance  3.  How  do  we  know  we  are  being  successful  at  what  we’re  supposed  to  be  doing?  2.  How  are  we  going  to  do  what  we  said  we  would  do?  1.  What  do  we  want  to  do?  

§ Connect  Business  and  Technical  Strategy  

§ Deliverables  Based  Planning  

§ Measures  of  Effec9veness  (MoE)  

§  Install  Capacity  Based  Planning  

§ Assessment  of  increasing  maturity  

§ Measures  of  Performance  (MoP)  

§ Connect  delivery  of  business  value  with  all  work  efforts  

§ Defini9ons  of  physical  progress  of  plans  

§ Measure  Progress  as  Physical  Percent  Complete  

Project Governance is the Primary Role of the Program Management Office

+ At , Program Governance Means We Are Using… n  Policies that describe …

n  Why we’re doing the things we’re doing n  The you shall language defines the boundaries of behavior and work performance n  A compliance based framework to guide our work activities

n  Procedures that describe … n  How we do things that support the Policies, n  Using Step–Action plans for work activities from requirement gathering to production release

n  Processes that describe … n  The work activities – manual or automated – needed to implement the How in support of the

Why

n  Tools that implement the processes that support the procedures and policies using n  Team Foundation Server – source code control, branch and merge of changes, capture

requirement that generate work assigned to backlog, features taken from Backlog and assigned to sprints, resources assigned to sprints, defined deliverables used to assessment progress to plan and forecast estimate to complete, test manager, release manager, configuration manger functions built and and executed as work flow.

n  Test Tracker Professional – capture customer facing tickets. n  Microsoft Project – top level plan for delivery of capabilities, resource loaded from resource

pool to show capacity for work, dependencies (predecessor and successor) between development, infrastructure, testing, releases, configuration and product road map.

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+Program Governance …

n  Assures projects and the resulting products and services are managed well and in accordance the requirements of Governance across the Enterprise.

n  Assures management of the collection of projects for our clients is optimizing the return from corporate resource and maintaining alignment with strategic objectives.

n  Assures management of projects to n  Achieve of strategic initiatives of through benefits realization

n  Provide accountably through project sponsorship and organizational accountability

n  Enable performance management and controls

n  Make effective use of corporate resources with portfolio management

n  Apply enterprise risk management is aligned with compliance requirements

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+Program Governance Road Map

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Time Period Activities

Execute Now

§ Establish control over the reactionary and functionally isolated processes

§ Establish a business rhythm to reduce emergency and expedited updates to the code base

Increase Maturity

§ Establish a baseline for all processes, data, and code § Establish the tools needed to control the baseline

Business Transformation

§ Using tools, processes, and training, increase effectiveness of staff to meet current and expanding customer needs

Execute Now

90 Days

Increase Maturity 120 Days

Business Transformation

270 Days

+ Critical Success Factors of Program Governance n  Project Management

n  Source Code Control

n  Change Management

n  Automated Build Processes

n  Automated Configuration Management

n  Automated Testing and Release Management

n  Resource Planning and Management

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