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Topics: Using PMI Standards
What will be role of program manager in drafting business case?
Network:37



As per the strategic alignment performance domain, business case is one of the key inputs for drafting program charter. As per my knowledge, drafting of project charter is not the role of program manager. Since program is not formalised before program charter, program manager may not exist and if exist will not have authority to use organisational asserts. Can anyone help me understand the role of program manager in drafting business case, program charter and program road map?
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Network:365



Nagewara,
This is a situation where one person may serve many job roles, depending on what they are doing and when. The official title of the program manager may not exist prior to the formal charter, but project execution expertise is required to develop a charter.

In some organizations, people work in the PD field where they develop future business that they will then hand off to a team to execute the plan. In others, you develop the plan, and are then tasked with seeing it through. An individual may first be tasked with developing the solution to the point where a program charter can be approved, and then they become the person to lead the program going forward.
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1 reply by Nagewara Rao Jakkuva
Jun 30, 2019 2:42 PM
Nagewara Rao Jakkuva
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Thanks for your response. You are correct. Each organisation follow their own way of doing things. I want to understand the recommended practice as per Program Management Standards?
Network:37



Jun 30, 2019 2:35 PM
Replying to Keith Novak
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Nagewara,
This is a situation where one person may serve many job roles, depending on what they are doing and when. The official title of the program manager may not exist prior to the formal charter, but project execution expertise is required to develop a charter.

In some organizations, people work in the PD field where they develop future business that they will then hand off to a team to execute the plan. In others, you develop the plan, and are then tasked with seeing it through. An individual may first be tasked with developing the solution to the point where a program charter can be approved, and then they become the person to lead the program going forward.
Thanks for your response. You are correct. Each organisation follow their own way of doing things. I want to understand the recommended practice as per Program Management Standards?
Network:1705



Nagewara -

There is no recommended practice as to who develops a charter just that it be approved by the program sponsor.

Who holds the pen varies based on context but in all cases they should be doing so on behalf of the sponsor.

Kiron
Network:1081



Usually, the project team (formal) does not play any significant part in drafting the business case. Some of those involved in the process i.e. analysts might become part of the project team one the charter has been approved. But as other responses indicate, there is no rule or standard as to who needs to be involved in drafting the business case. Obviously, it would be resources that have a close relationship with the business unit affected. If the program manager does not have this relationship then they can add very little value.
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1 reply by Nagewara Rao Jakkuva
Jul 01, 2019 2:33 AM
Nagewara Rao Jakkuva
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Thank you so much for your response Anton. You are correct and it makes senses to me.
Network:37



Jul 01, 2019 1:57 AM
Replying to Anton Oosthuizen
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Usually, the project team (formal) does not play any significant part in drafting the business case. Some of those involved in the process i.e. analysts might become part of the project team one the charter has been approved. But as other responses indicate, there is no rule or standard as to who needs to be involved in drafting the business case. Obviously, it would be resources that have a close relationship with the business unit affected. If the program manager does not have this relationship then they can add very little value.
Thank you so much for your response Anton. You are correct and it makes senses to me.
Network:1939



Business Analyst is accountable for creating and getting approval of business case. Program Manager is accountable for creating and getting approval of the program charter and Project Manager for creating getting approval of the project charter. It does not mean that the three roles will not work together. The thing is a project manager can work with business analyst to create a business case for a project but it does not mean she/he will be assigned to the project. The same for program manager.
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1 reply by Nagewara Rao Jakkuva
Jul 01, 2019 10:00 AM
Nagewara Rao Jakkuva
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Hi Segio,

Thanks for your response. Can you please clarify the below?

Is Program Manager is accountable for getting approval of the program charter?

or

He is accountable for creating and responsible for getting approval of program charter?
Network:37



Jul 01, 2019 7:21 AM
Replying to Sergio Luis Conte
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Business Analyst is accountable for creating and getting approval of business case. Program Manager is accountable for creating and getting approval of the program charter and Project Manager for creating getting approval of the project charter. It does not mean that the three roles will not work together. The thing is a project manager can work with business analyst to create a business case for a project but it does not mean she/he will be assigned to the project. The same for program manager.
Hi Segio,

Thanks for your response. Can you please clarify the below?

Is Program Manager is accountable for getting approval of the program charter?

or

He is accountable for creating and responsible for getting approval of program charter?
...
1 reply by Sergio Luis Conte
Jul 01, 2019 10:17 AM
Sergio Luis Conte
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He is responsible for creating and getting approval.
Network:1939



Jul 01, 2019 10:00 AM
Replying to Nagewara Rao Jakkuva
...
Hi Segio,

Thanks for your response. Can you please clarify the below?

Is Program Manager is accountable for getting approval of the program charter?

or

He is accountable for creating and responsible for getting approval of program charter?
He is responsible for creating and getting approval.
Network:140



Depending on the organization creation of the charter can be owned by by the program manager or project sponsor (or designee). What's crucial is that both the sponsor and program manager clearly understand the charter, agree as to its contents, and can represent it to respective organizations. The program manager, in addition, needs to understand cost/scope/schedule constraints as part of the charter so in the event something needs to change there is understanding on which levers can be pulled and which cannot move.

Prioritize clarity as number one regardless of who physically writes it.

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