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I would also include risks and issues - at least the top three from each project. I see you have included money and scope: what about schedule?
We include something called program health. Program health is calculated based on financial, schedule, scope, resources, issues and risk indicators. For each one there is an acceptable thereashold that contribute to the calculation. Program health is presented as Red/Yelow/Green indicator.
It really depends on who the program review meeting is with, how senior they are within the organisation, their decision of power and how long the meeting is time wise. Most program review meeting with senior management are snappy, to the point, and zeroing in on key issues that need a decision to be made. So the review should be of the think that anything could be asked, but only necessary and relevant information needs to be highlighted and brought to a specific persons attention.
I would also include the health of major elements of your whole value chain. For example, a program in a manufacturing industry might include incoming orders, engineering, manufacturing, and supplier performance, quality, and on-time delivery performance. Not all of those may need to be discussed at every review but all may directly impact the health of the business.
Programs are about outcomes so I'd definitely add a quick revisit of the expected outcomes for the program including material changes to any risks which could affect those.
I'm assuming the financials presentation would include the outcome of management and contingency reserve analysis for the program as the much bigger budgets at the program-level imply that overruns could be a threat to overall company viability.
Besides what you mentioned, we normally include:
- Governance Structure and Decisions (We go over this at least semi-annually)
- Benefits Realization: We review this regularly.
Interesting your question
Thanks for sharing
Great tips shared by all those who have participated in this topic so far
Could be valuable to implement something like OKR to track against expected outcomes (as Kiron eluded to) and tie the actual deliverables to the original objectives.
Additionally, capturing a measure of perceived health from the customer perspective vs perceived health from project team perspective.
I suggest to look at the domains of program management in addition to project specific indicators.
- benefits realization (as mentioned by Rami) including business case valudity
- any changes in strategy, environment
- level of stakeholder engagement/alignment
- internal and external governance (as mentioned by Rami)
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