Perod of responsibility for benefits of outcome and benefits
Mohan KulkarniPM Specialist| MBK ConsultantsPune, Maharashtra State. India, India
What is the Time frame beyond the completion of the program,that the program manager would be responsible for the outcome and benefits to be delivered by the program. ? Saving Changes...
Some benefits are not going to be realized during the life of the project. I usually do a transition and control plan with the business on how they're going to ensure the benefits are realized.
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1 reply by Mohan Kulkarni
Jun 06, 2020 8:05 AM
Mohan Kulkarni
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Dear Joshua
The different components-connected projects in a program get transitioned and completed at different points in time.They also start realising the outcomes but benefits consolidation and sustainment continues even beyond the program closure phase .
Though the benefits transistion is expected to cover verification that components meet the planned benefits and benefits transition plan ,
the benefits sustainment is a very long process /phase --that is about incorporating planning for changes in recipient's systems, monitoring continuous suitability of results ,responding to their needs and planning for retirement of the product. As a result of this the customer's expectation fof assistance always remains for long time. This, many times result in customer dissatisfaction in spite of program closure definition with customer. --Many times remain abstract area in his view.
Regards
Mohan
It really depends on how the program is structured. If there is a business owner who is responsible for the ongoing benefits monitoring, then part of program closeout is transitioning from the Program Manager to this business owner. However, to do this, the business owner should have been engaged up front, and there should have been consistent practices on tracking and reporting benefits over the program lifetime which are then handed over.
Dear Kiron
My experience is in spite of structured program and program closure definition ,the customer's expectation remains high for assistance in various aspects of benefits sustainment. It is area that remains somewhat abstract in nature probably because of human element involved .
Sometimes shpwing definition leads to customer dissatisfaction.
Thanks for your inputs
Warm regards
Mohan
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The program will not deliver benefits. The solution/solution the program has create will deliver the benefits. That´s critical to understand. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Zero.
If the program is over, the program manager is gone.
It is good practice to have a transition, which includes handover of the responsibility for benefits delivery (often from program manager to operations manager) and also a system to measure this.
Some programs continue until all expected benefits are delivered.
Not all solutions deliver benefits, some are just enablers for other benefits (like a new ERP system that enables users to be more efficient).
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3 replies by Mohan Kulkarni
Jun 06, 2020 9:10 AM
Mohan Kulkarni
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Dear Thomas
Thanks for your inputs .
I agree theortically and may be contractually it is zero.
But In industrial engineering program in spite ,specially when the programs are run within the organisation and supplier remains one department like project or program department, it so happens that the customer {internal-plant heads or users) keep expecting the assistance as the sustainment goes much beyond program completion inspite of clear initial definition of Program completion. To that extent this remains an area abstract in nature due to humans involved as internal stakeholders/
Thanks and regards
Mohan
Jun 07, 2020 12:38 AM
Mohan Kulkarni
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Dear Thomas
Thanks for your advice
regards
Mohan
Jun 07, 2020 8:12 AM
Mohan Kulkarni
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Dear Thomas
Thanks for all your responses and inputs.
Regards
Mohan
In general it is zero, until unless it is possible to realize some of the benefit in program duration and specifically defined as part of program managers responsibility. Mosty benefits are realized after the program is over, as benefits depends on the outcome/solution provided by the program and hence out of the scope of program. But a good transition is a must. I would agree from Kiron on this part.
The responsibility lies with program manager is to ensure that during execution of program it is ensured that the benefits are realizable as an outcome, if not he or she much raise the red flag. But may not held responsible for realizing it.
You might like to have a look at Prince2 method, which defines the execution with key focus on benefit realization.
-Tarun
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1 reply by Mohan Kulkarni
Jun 06, 2020 10:39 AM
Mohan Kulkarni
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Dear Tarun
Thanks for your Inputs
My experience with complex projects though robust transition plan is made and even the systems are set as a part of program ,sustainment phase which runs beyond well defined prgram closure for a pretty wrong time and customer-business owner , keeps on asking assistance for different counts --that is an issue--human behavioural problem--but some times create dissatisfaction.
REgards
Mohan
Agreed with the rest, it is zero, indeed a program it is a living management tool, where project context would make it changes continuously. Also depends on the organization strategy, if the program was hired to an external consultant, the contract will define the scope (including handover), responsibilities and duration of the additional updates, in the case it will be necessary. But remember just in case we are referring to the original program which is fixed, the business owner settles the conditions and responsibilities to the Program Manager to ensure a useful management tool.
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1 reply by Mohan Kulkarni
Jun 06, 2020 10:32 AM
Mohan Kulkarni
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Dear Carmen
Thanks for your input.
REgards
Mohan
Saving Changes...
Mohan KulkarniPM Specialist| MBK ConsultantsPune, Maharashtra State. India, India
Jun 03, 2020 1:32 PM
Replying to Joshua Yoak
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Some benefits are not going to be realized during the life of the project. I usually do a transition and control plan with the business on how they're going to ensure the benefits are realized.
Dear Joshua
The different components-connected projects in a program get transitioned and completed at different points in time.They also start realising the outcomes but benefits consolidation and sustainment continues even beyond the program closure phase .
Though the benefits transistion is expected to cover verification that components meet the planned benefits and benefits transition plan ,
the benefits sustainment is a very long process /phase --that is about incorporating planning for changes in recipient's systems, monitoring continuous suitability of results ,responding to their needs and planning for retirement of the product. As a result of this the customer's expectation fof assistance always remains for long time. This, many times result in customer dissatisfaction in spite of program closure definition with customer. --Many times remain abstract area in his view.
Regards
Mohan Saving Changes...
Mohan KulkarniPM Specialist| MBK ConsultantsPune, Maharashtra State. India, India
Jun 03, 2020 2:06 PM
Replying to Kiron Bondale
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Mohan -
It really depends on how the program is structured. If there is a business owner who is responsible for the ongoing benefits monitoring, then part of program closeout is transitioning from the Program Manager to this business owner. However, to do this, the business owner should have been engaged up front, and there should have been consistent practices on tracking and reporting benefits over the program lifetime which are then handed over.
Dear Kiron
My experience is in spite of structured program and program closure definition ,the customer's expectation remains high for assistance in various aspects of benefits sustainment. It is area that remains somewhat abstract in nature probably because of human element involved .
Sometimes shpwing definition leads to customer dissatisfaction.
Thanks for your inputs
Warm regards
Mohan Saving Changes...
Mohan KulkarniPM Specialist| MBK ConsultantsPune, Maharashtra State. India, India
Jun 03, 2020 5:31 PM
Replying to Thomas Walenta
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Zero.
If the program is over, the program manager is gone.
It is good practice to have a transition, which includes handover of the responsibility for benefits delivery (often from program manager to operations manager) and also a system to measure this.
Some programs continue until all expected benefits are delivered.
Not all solutions deliver benefits, some are just enablers for other benefits (like a new ERP system that enables users to be more efficient).
Dear Thomas
Thanks for your inputs .
I agree theortically and may be contractually it is zero.
But In industrial engineering program in spite ,specially when the programs are run within the organisation and supplier remains one department like project or program department, it so happens that the customer {internal-plant heads or users) keep expecting the assistance as the sustainment goes much beyond program completion inspite of clear initial definition of Program completion. To that extent this remains an area abstract in nature due to humans involved as internal stakeholders/
Thanks and regards
Mohan
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1 reply by Thomas Walenta
Jun 06, 2020 3:37 PM
Thomas Walenta
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Hi Mohan
clearcut responsibilities are needed to run a larger organization.
Handovers move responsibilities from the program to operations. I have seen situations like you describe and it induces fingerpointing and unproductive conflicts and costs a lot of money and frustration, in both departments.
There are ways to mitigate this risk, e.g. - have a say 3 months hypercare phase where program staff supports operations on a case by case base AND helps buildup the support organization - establish a release concept and take on bugs/scope omissions in a later release, maybe with a different team - funding clear on operations
I would strongly suggest a clear cut
Saving Changes...
Mohan KulkarniPM Specialist| MBK ConsultantsPune, Maharashtra State. India, India
Jun 04, 2020 7:03 AM
Replying to Elena Sandoval
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Agreed with the rest, it is zero, indeed a program it is a living management tool, where project context would make it changes continuously. Also depends on the organization strategy, if the program was hired to an external consultant, the contract will define the scope (including handover), responsibilities and duration of the additional updates, in the case it will be necessary. But remember just in case we are referring to the original program which is fixed, the business owner settles the conditions and responsibilities to the Program Manager to ensure a useful management tool.
Dear Carmen
Thanks for your input.
REgards
Mohan Saving Changes...
