What value do the project deliverables have if they cannot be utilized by the organization? Learn how to monitor value after projects have closed and deliverables have been deployed.
- How would you feel if you were to go to the market to, say, buy a carton of milk, you looked at the expiration date and everything looked fine, you get home and open the carton, and you find out that the milk is spoiled? I suspect you wouldn't be too happy. Now, imagine organizations that spend a fair amount of money in financing programs. They have great hope and are not happy if the organization cannot use what a program has produced. I guess you have an idea of how important it is for a program manager to make sure this doesn't happen.
Benefits transition is all about making sure the organization finds value in the program results. So how does a program manager make this happen? First off, your program success is decided by your stakeholders. This means you need to continuously check if you are covering their needs and take every opportunity to show them that you and your team are delivering. Achievements don't happen on their own. You need to plan for them. This includes the benefits that operations take over. Very often operations are not seen as stakeholders.
Big mistake. If their needs are not being addressed, they see no benefits. Make sure they have your back and you have theirs. Benefit sustainment concerns making sure that the program benefits still bring value long past the delivery to operations. You can say this is the true measure of a program's success.
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- What is program management?
- Who are program managers?
- Program versus project
- Program life-cycle phases
- Aligning programs to an organization's strategies
- Analyzing needs and planning programs
- Delivering and sustaining benefits from programs
- Working with program stakeholders
- Supporting program governance activities
- Managing program finances and resources
- Scheduling programs
- Managing program scope and quality