Managing the Program: The Importance of Lifecycle Management (Part 2)
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
Stay focused! You are a program manager getting started early to understand how best to manage a new program through its complex multi-project lifecycle. The new program includes activities to deliver a new product via online self-service with call center support. You are first from the delivery group (or PMO) to be assigned.
Recalling from Part 1, you have looked at what documentation exists about activities to establish the new product and interviewed those involved for their team’s capabilities and additional information. Your objective is to lead the project lifecycle planning as the next steps planning in the organization occurs. You will use all the preliminary information you researched earlier.
You have two more steps to complete in order to maintain leadership:
- Preliminarily define projects that should make up the program
- Derive cross-project dependencies
Recall the four major activities from your basic information and interviews. Now let's look at how these efforts may be managed effectively. You ask the question, “What are the projects?”
Selecting the vendor, working with the vendor to complete the contract and implementing the new platform is generally separate from the other major components and one chronological series of activities. It will be a collaborative effort between many line-of-business …
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"Put all your eggs in the one basket and - WATCH THAT BASKET." - Mark Twain |
