BACKGROUND
The integration will become crazy busy
- There will be a high volume of planned activity
- And a very high volume of non-planned activity
"In preparing for battle I have always found that plans are useless, but planning is indispensable."
- Dwight D. Eisenhower
INTEGRATION PROGRAM MANAGEMENT
Program - A group of related projects managed in a coordinated way to obtain benefits not available from managing them individually
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Executive Oversight
Key Discussion Points
- Project Delivery Capability
- Executive Oversight Role
- IMO Program Management
- Project Management & Delivery
PROGRAM MANGEMENT OBJECTIVES
Objective
Defined process for efficiently and effectively:
- Determining status of integration projects
- Communicating status to senior leadership
Method
- Weekly project review of integration projects with a standard format for status reporting
- Weekly program review with senior leadership to share status, objectives, issues and risks, to seek help as needed, and to receive executive guidance
Guiding Principle
No surprises
IMO GUIDANCE
-
This is the beginning of a discussion
- Format should be tailored to what works for you
- Format and process will evolve
-
No surprises
- Honest status - the good, the bad, and the ugly
-
Effective
- Cover the right content at the right level of detail
-
Efficient
- Cover only what needs to be covered
- No busy work - for you or your PMs; leverage what you already have.
-
Commitment to a repeatable process
- Becomes almost automatic; it's part of the flow of your week
PROJECT STATUS CODES
Overall project status:
Green:
Yellow:
Red:
Issue: A matter in question or in dispute, that is not settled, and that impacts the project schedule, Resources, or deliverables.
Risk: An uncertain event, that if it occurs, has an impact on project schedule, resources, or deliverables
NEXT STEPS
- Review the templates today
- Discuss how work should be grouped and what work should be covered
- Initial preview run in two weeks
- Weekly updates thereafter