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Accueil > News and Events > MONTREAL (QC), CANADA (http://www.pmgsgroup.com) - How to manage a business (...)

MONTREAL (QC), CANADA (http://www.pmgsgroup.com) - How to manage a business transformation program ? Interesting article based on a real life experience at PMGS.

A business transformation program management, is the action of carrying out the implementation of the activities to achieve the desired outcomes.

Businesses needs to constantly improve their organization ; very often transforming the way the business functions are performed have the objectives to increase at least, customer satisfaction and margin improvement on customer projects delivery.

To generate the expected benefits, the solution should optimize the overall level of Organizational Project Management considering the new targeted environment.

Organization Project management (OPM) is the systematic management of projects, programs and portfolios in alignment with the organizations strategic business goals. The purpose of OPM is to ensure that the organization undertakes the right projects, master execution and allocates critical resources appropriately.

To achieve the program strategic objectives, the solution should consider three (3) following dimensions :

  • Project Management methodology (Processes, standards & tools)
  • Competency (distribution, development & acquisition)
  • Governance (Organization model (PMO’s), Portfolio management, OPM maturity assessment)

For each of the dimensions, the dispersion of the projects and resources within the organization will be a factor in deciding which solution should be considered.

Note : This approach has been used in many PMGS’ client transformation program where PMGS has been heavily involved in the last three years.

Business transformation program

Today’s organizations exist in a climate of constant and increasing change. Organizations that have learned how to transform themselves are more likely to survive and prosper.

When the change is more focused on transforming the way the business functions are, the program will tend to be vision led with desired outcomes and associated benefits. A business transformation program could be defined as :

  • Exists to deliver a clearly defined vision that has been created and owned by the top management
  • Tends to be a top-down approach with cross-functional implications
  • Focus on a strategic opportunity offered by the business environment

What is a program ?

“A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. “ (PMI definition).

Programs are initiated to realize benefits to organizations by enhancing current capabilities or developing new capabilities for the organization to use.

A Benefit is an outcome of actions and behaviours that provides utility to the organization. This benefit should be a measurable quantification of improvements resulting from change. Not always measurable in financial terms, but should be capable of at least ‘observable’ measures.

What is program management ?

Program management is now recognized as a key tool to enable organizations to manage the transformation

Program management is the centralized coordinated management of the program to achieve the strategic objectives and benefits. It involves aligning projects to achieve the program goals in regards of three critical organizational elements :

  • Corporate strategy
  • Delivery mechanisms for changes
  • Business as usual environment
    Therefore, it manages the transition of the solution delivered by the projects into the business operations with maintaining performance and effectiveness.

Why program management ?

Where there is major change, there will be complexity, risk, many inter-dependencies to manage and conflicting priorities to resolve. Adopting program management approach provides a structures framework to help organizations avoid the common pitfalls in delivering changes :

  • Unrealistic expectations of the organizational capacity and capability
  • Insufficient focus on benefits
  • No real picture (blueprint) of the future capability
  • Poorly defined or communicated vision
  • Insufficient engagement of stakeholders

Program Management approach

Based on the PMI® program management standard and its experience, PMGS has identified the basic phases of a business transformation program.

This generic program life cycle model is a good foundation that could be adapted to satisfy the requirements of the program.

Note : This program management approach has been made fully compatible with PMGS’ client internal processes and tools. This alignment facilitated the understanding and the appropriation of the program by all stakeholders.

How PMGS can support a business transformation program ?

PMGS has a wide experience in developing and delivering Project Management solutions to improve business performance through project management. PMGS is a partner of organizations from different industries and of different size. Based on our experience, any organization program team can benefit from PMGS consultants to support and guide in :

  • Sharing PMGS experience in implementing organizational project management, specifically within a multi site, multi cultural environment.
  • Applying the program management skills and techniques to the program deployment.

PMGS consultants are available to attend program team meetings, work one-on-one with the program manager, or work independently to review various program management documents and deliverables. Typical activities for the consultant include :

  • Facilitating program kickoff meetings, program team meetings ;
  • Working with the program manager and program team to develop the program management deliverables ;
  • Recommending contents and structures for program reporting systems and reviewing project reports to advise project managers on key issues ;
  • Helping the core teams aligning program execution with strategy and benefit realization ;
  • Ensure the program have the structure in place to manage its components and improve cross-functional, distributed collaboration and communication.

Author’s bio

Olivier is co-owner of PMGS. For more than 20 years, he has held senior Project Management positions in France and Canada. His expertise lies in the delivery of complex, multidisciplinary turnkey projects and the deployment of project-oriented organizations.

Olivier has been involved in multiple business transformation programs in the last 3 years. He has led and often delivers multiple workshops, as well as coaching and consulting services on the project processes and tools, training programs definition and Organizational Project Management maturity assessment solution.

About PMGS

PMGS is an international company enjoying a two-fold expertise : training and consulting in Project Management. PMGS were set up in 2001 and since has become an essential partner for companies willing to improve their performance in the Project Management on a worldwide level. PMGS designs and performs integrated and customized solutions that contribute to develop skills and maturity in Project Management. These solutions are based on the Project Management Institute (PMI®) standards.