PROGRAM MANAGEMENT PLANNING

Effective and efficient management of a contract is critical to its success. In addition, program or project management methodology should be based on a clear understanding of the client’s requirements and past experience. Proactive management, direction, control, and motivation of project personnel are the cornerstones of successful management plans. A proven program or project management approach is to apply sound planning techniques and proven management methodologies, deploy the appropriate resources, and assign personnel with the appropriate skills to successfully accomplish tasks. Moreover, project team members should be empowered to deliver on their own commitments and have confidence that they can depend on other team members to meet their commitments.

The master Program Management Plan (PMP) should comprise of any or all of seventeen plans as required for each program. Factors considered in developing the Program Management Plan include the following: The recovery plan, resource plan, capacity plan, change management plan, version control plan, communications plan, deployment/migration plan, monitoring plan, operations plan, performance plan, pilot plan, facilities plan, risk management, security plan, support plan, test plan, and training plan. The individual plans provide the ability to break down the requirements of the Client into small, manageable pieces that can be rapidly reviewed and updated. The program team should follow a simple proven two-step approach for developing these plans. First, determine additional data needed then determine the source of the data, develop data collection methodology, collect the data and develop the plan. The anticipated outcome of this activity is that all aspects of the Client’s requirements are addressed in detailed planning documents.

Program or Project Management plans are only as good as their implementation. Open lines of communications are critical to the successful implementation of management plans. The Program Management Team should foster open communications by developing a communications plan for the every project. The communications plan should encompass documentation and acceptance of the communications strategy required to support the client. The strategy should include documentation of the following topics for the duration of the engagement:

- Audience

- Vehicle of Communication

- Frequency

- Medium

- Source

- Sensitivities

- Date Delivered

- Expected Result of All Communications

Not all communications can be anticipated at the start of the engagement. Consequently the communications plan should be revised throughout and presented as an additional document at the conclusion of every phase in anticipation of any changes.

Author:.

Dr. Uchil is an entrepreneur, business-owner and author embodying almost three decades of management and consulting experience. Prior to founding The Uchil Group and Uchil, LLC, Dr. Uchil spent over eighteen years in a variety of senior management roles at several large consulting organizations. In addition to his PhD in Business Administration Dr. Uchil also holds an MBA in Consulting Operations Management, a BSEE in Electrical Engineering and a Diploma in Electronics and Telecommunicati...

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