News
Program Management 1 big thing: Ensure consistent project management practices throughout your organization
July 2022 by The Art of Service
The big picture: Enable the product management team to serve as the key interface for science products across the organization as they work with content, editorial, program management, digital, production, marketing, and legal teams, and external partners to drive the execution of the product roadmap in alignment with key requirements, ensuring readiness for each product launch.
Why it matters: Be sure your operation is driving program delivery of your roadmap by working with Digital Product Owners and Program Management to prioritize, monitor, and deliver work to support your business initiatives and enterprise digital transformation initiatives.
What to watch: Build alignment and provide oversight for programmatic design and engineering efforts and business improvement efforts through comprehensive project and/or program management from project scoping through execution.
The backdrop: Assure your group is involved in technical project leadership, program management and team coordination.
Under the hood: Secure that your organization is involved in modern, cloud based project and program management tools.
What they’re saying: "Make sure your process maintains awareness of the most recent system security policies and directives to lead Systems Engineers, Project Engineers, other Information System Security Engineers, and Program Management with the analysis of user and system requirements and constraints.", Daniel H. - Manager, Technical Program Management - Digital Commerce Experience
How it works: Make headway so that your workforce has Program management capabilities to define and implement technical strategy and programs to support a major project having a significant technical and/or financial impact.
What we’re hearing: "Make sure your staff is involved in technical project and/or program management for complex software data cloud computing products or platforms.", Edward S. - Business Program Management Consultant
Go deeper: Liaison so that your operation is involved in program management for large scale business transformation projects and programs.
State of play: Warrant that your organization is involved in the application of project and program management practices supporting the execution of large and complex training programs.
The bottom line: Certify your group is involved in Program Management or involvement planning and leading a team to achieve a technical goal.
What’s next: Certify your staff is involved in program management roles and functions, including program development lifecycle, Statement of Work generation, risk management, action item management, requirement change management, and Earned Value planning, tracking, and reporting.
ICYMI: Be confident that your strategy leads a team to keep abreast of the information security strategy and roadmap, invest in maintaining a prioritized list of information security projects and initiatives, and provides program management support to various prioritized initiatives.
Top thinkers are using The Art of Service Critical Capabilities Analysis, the Kanban that’s helping leaders stay ahead of what’s next.
This Kanban will help you plan your roadmap.
BENEFITS:
The Critical Capabilities and Priorities Kanban enables leaders to shortlist out of 1106 appropriate results, already prioritized to:
What strategies has your organization or team developed to incorporate risk management into project and program management that have added value and benefited decisionmaking and planning?
Do project and program management at your organization include a clearly understood decision making process involving delegation of responsibility, authority and accountability?
How does your dedicated team of high calibre project and program management specialists help your organization?
Can the project manager identify, select and employ the right tools and processes to ensure project management success?
What organizational, project or program management tools already exist that would help to plan, execute and monitor the change?
How do you ensure consistent project management practices throughout your organization?
How do you bring a more structured approach to project management that is flexible and easy to understand to an environment that seems to be constantly changing?
Do you leverage project and program management tools to plan, execute and monitor the implementation of the process/change?
Is data security sufficiently addressed in current data governance, data architecture, IT project management and IT program management activities?
Is a pmo a project management office, a program management office, or portfolio management office, and which might the differences be?
