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Overview of Planning and Control Tutorial

Welcome to the Planning and Control tutorial offered by Simplilearn. The tutorial is a part of the MSP® Foundation and Practitioner course.

In the previous lesson, we discussed blueprint design and delivery. In this lesson, we will focus on the next governance theme, that is, planning and control.

Planning and control is the key to the success of any transformation program and should be seen as distinctly separate concepts and activities. Planning and control activities along with the relationship between planning and control and transformational flow. It also covers the various roles and areas of focus in planning and control.

Let us begin with the objectives of this lesson in the next section.

Objectives

By the end of this planning and control tutorial, you will be able to:

  • Describe planning and control

  • Discuss the program plan

  • Explain the project dossier

  • Identify the ways to delineate projects under workstreams

  • Explain scheduling

  • Describe monitoring and control strategy

  • Discuss the main areas that the integration of program and project information covers.

  • Explain the relationship between planning and control and transformational flow

  • Describe the roles of the Senior Responsible Owner, Program Manager, Business Change Manager and Program Office

Let us move on to the next section to discuss the MSP® framework.

MSP Framework

MSP® Framework diagram shown below represents the MSP® principles, governance themes, and transformational flows.

Planning and control is a governance theme that involves the preparation of different governance frameworks and information baselines.

The major information baselines covered under this theme are as follows:

  • Program plan,

  • Resource management,

  • Information strategies and

  • Corresponding plans.

In the next section, let us introduce the concept of planning and control.

Planning and Control Introduction

Following are the important activities involved in program plan preparation and program control:

Program plan preparation activities

Program control activities

  • Processing a large amount of information

  • Extensive consultation with stakeholders

  • Preparing the program plan

  • Provide supporting activities to refine and improve the delivery

  • Reduce the impact of ambiguity and brings certainty

  • Justify the continuance of the program

In case of the Program plan preparation activities, Preparing a program plan involves processing a large amount of information. This information comes from external sources like lessons learned from previous programs.

The stakeholders including management groups need to go through an extensive consultation regarding this information to identify the right path for a program. The final program plan is a result of multiple iterations.

In the beginning, the first iterations give ambiguous plans but with progressive refining and input from other information baselines, the program plan improves. Finally, the program plan is prepared.

In case of Program control activities, Program control provides supporting activities and processes that run throughout the lifecycle of a program to refine and improve delivery of the program.

It helps reduce the impact of ambiguity and bring certainty whenever possible. It justifies the continuance of the program by ensuring that benefits outweigh expenses. Also, the management and control of the program should learn from the experience in previous tranches.

In the next section, we will discuss the program plan.

Program Plan

The program plan is the key control document for a program which forms a complete picture of how the program is going to work. Following are the functions of a program plan:

  • Program plan has to ensure that there is a clear understanding of the program objectives mentioned in the vision statement.

  • The blueprint should have the ability to achieve the objectives and the same is confirmed in the program plan. Benefits should be linked to projects and tranches, and similarly, the projects should contribute towards the benefits.

  • Program plan gets inputs from various documents.

  • The inputs from resources, on their capacity and skills, form a part of the program plan.

  • The stakeholder needs regarding appropriate information also form a part of the program plan.

  • The risks and issues as well as identifying the roles of responsible persons should form a part of the program plan.

  • The timetable in the program plan identifies the dependencies and interfaces between projects and benefits.

  • The program plan lists the milestones to ensure that the progress is monitored.

  • It is important to ensure that transition is smooth by considering the cultural aspects and acceptance of teams involved in change.

  • A number of governance strategies include associated plans and it is perfectly acceptable to integrate these plans into the program plan for simplicity, wherever appropriate.

  • Developing and maintaining the program plan requires on-going coordination of all project plans.

  • The focus of program planning is on the interdependencies between projects and any dependencies on external factors outside the control of the program.

In the next section, we will focus on resources.

Resources

Any input required by a project or program is known as the resource. Resources in MSP are as explained below:

  • The resource covers people, assets, materials, funding, and services. Resources, especially people, should have finite availability.

  • Shared resources, which include resources that will be used by two or more projects, should be planned and managed by the program.

  • Minimizing resource sharing between projects will help prevent the occurrence of bottlenecks. But resource sharing also helps promote knowledge sharing, organizational learning, efficient and fluent working.

  • Managing human resources is complex as they can have limits on skills, numbers and emotional constraints.

  • Planning at all levels should not disregard limits of competence, else it will result in unrealistic plans.

  • Team building should be employed by teams, where there are no interpersonal relationships.

  • Team building helps the teams to work efficiently.

In the next section, let us discuss resource management strategy and plan.

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Resource Management Strategy and Plan

Following are the steps involved in resource management strategy and plan:

Step 1:

A major part of resource management planning is to identify all resources that are needed by the program in terms of budget, skills, staff, assets and services and how they will be acquired, used, shared and managed effectively.

Step 2:

The plan should include the required specialist skills and identify where and when they will be needed. Some examples of such skills are requirements for procurement and contract management in line with corporate policies.

Step 3:

Develop resource management strategy along with program plan to ensure that they are in sync and the resources required to match the planned activities and timescales.

Step 4:

Resource management plan reflects the timelines for resource requirements and designations of responsible persons.

Step 5:

While preparing a resource management strategy, represent shared resources as dependencies and plan their use to optimize them. Typical examples of shared resources are staff, infrastructure, information and external service providers.

In the next section, let us discuss risk management.

Risk Management

Implementing the program plan will inevitably have risks associated with it.

  • Individual projects may face critical risks which may jeopardize the whole program. All assumptions must be managed as risks.

  • Identifications of risks along with suitable responses should be a part of the program’s risk management activities.

  • Plan contingencies and risk management activities based on the program plan and risk management strategy.

  • This will ensure that the program is in good shape to respond to risks in case they actually occur.

In the next section, let us focus on projects dossier.

Projects Dossier

Projects dossier in MSP contains a summary description of all projects that combine their outputs to deliver the program, that is, the required intermediate and final “to-be” states as described in the blueprint.

Following are some important features of projects dossier:

  • Inputs for projects dossier come from the blueprint. Blueprint mentions the requirements and specifications that are required to be delivered by a project to achieve the outputs.

  • Projects dossier also includes a list of existing projects that will be absorbed in the program, in case the program is emergent in nature.

  • Projects dossier includes detailed information on each project including its objectives. It also details the resources, outputs, and constraints like time or resource.

  • Projects dossier also identifies dependencies on other projects.

  • It also includes the anticipated budget based on the business case and the project’s contribution to the program.

  • The objective of the projects dossier is to place clear and direct accountability on projects while avoiding interdependencies.

  • This can be achieved by ensuring that the delineation of project boundaries maximizes the internal consistency of projects and minimizes the number of interfaces and dependencies between projects.

  • In case of huge or complex changes, the project should be broken down to smaller projects. Similarly, if there are too many small packages of work, they should be combined into one project.

  • It is important to ensure that the project teams are good, and also to maintain the existing team-working arrangements.

  • The teams should be efficiently managed if they are spread across different regions.

In the next section, let us look into deadlines, constraints, and priorities.

Deadlines Constraints and Priorities

A program may have immovable deadlines on which there is little or no control.

  • These time-related drivers will constrain the overall timescales within which the program must operate. It is important not to lose sight of reality when such constraints exist.

  • The program is obliged to concentrate on the delivery of high-priority capabilities which maximize benefits.

  • Now let us focus on priorities. Priorities are key factors that influence scheduling. Scheduling a project delivery demonstrates the realization of benefits aligned with strategic objectives that set the context of the program.

  • The effect of delaying or bringing forward a particular project, on the staff and the rest of the program can be significant.

  • Prioritization should focus on critical activities like:

  • Specific projects, such as procurements, whose outputs are required by other projects;

  • Resource requirements for scarce skills which are to be shared across projects;

  • and Early benefits realization such as reduced operational costs that will help engender continued commitment and enthusiasm for the program.

In the next section, let us discuss workstreams.

Workstreams

Workstreams in MSP, are used to describe the logical grouping of projects and activities to enable effective management. This is particularly relevant where there are many projects within a program to enhance management control.

Following are the ways in which a project can be delineated:

Projects can be delineated in different ways, including discipline, location, and output.

Discipline

By discipline, it is meant that the programs are typically multi-disciplinary, whereas projects are often seen as a single discipline, for example, IT and construction.

Location

By location, it is meant that the projects that run across multiple sites are difficult to manage, largely because of communication overheads between members of project teams. To solve this, projects may be scoped by grouping activities that can be achieved on a single site.

Output

By output, it is meant that each project may be defined such that it is responsible for a single set of outputs like an IT system or a building.

Let us continue to discuss workstreams in the following section.

Workstreams (contd.)

Following are some more facts about workstreams:

  • One of the key factors for defining a workstream is to concentrate on dependencies as much as possible within the workstream.

  • Workstreams are not time-bound.

  • They exist as long as delineation criteria are valid. Within MSP®, workstreams may run through a number of tranches.

  • However, workstreams must be scheduled in a way that is optimal to enable program control. If a program is stopped or re-directed, then the workstream will need to be changed accordingly.

  • Management of workstreams may require a layer of management between project managers and program managers. Anyone who has the overall responsibility for a group of projects that have been assembled into a workstream can be called Workstream Manager.

Let us move on to the next section to discuss scheduling.

Scheduling

Scheduling a project delivery in MSP demonstrates the realization of benefits aligned with strategic objectives that set the context of the program.

The following can be done to achieve the alignment of the realization of benefits with the strategic objectives:

  • The program needs to integrate project plans in the program plan to inform and assess progress.

  • In addition, the program needs to respond to project exception situations created by external influences or internal variances that cause a reassessment of the program plan.

  • The program has to recognize business peak load periods when operational resources might not be available or when the transition would increase the risk to business performance.

  • The program needs to continually monitor and review progress against the program plan. This includes looking forward so as to anticipate emerging risks to the program plan.

  • Treating each project as a black box, with the focus being only on inputs and outputs, enables the program manager to prioritize the projects according to their dependencies and assess the impact of delays.

In the next section, let us understand program control.

Program Control

Program controls in MSP are arrangements made to ensure that the program is moving in right direction.

Following are some important facts about program control:

  • They should be established as soon as possible with assurance arrangements being defined in program mandate and further developed in program preparation plan.

  • End of tranche reviews is critical control points where the viability of the program is assessed. At this point, it is needed to make decisions as to whether the program should be continued.

  • This decision should be based on:

  • on-going desirability and viability of blueprint, benefits, availability of finance and ability to meet corporate objectives.

  • Programs should avoid micromanaging the projects within it.

  • Projects should be empowered; however, they need clear tolerance limits so that they do not exceed the delegated authority. Allowing project managers to manage their projects within defined tolerances set by the program is good program management.

  • Communicating the right information between project and program is a major consideration while establishing program controls.

  • It is essential to maintain communication flow between program, projects, and operations. The aim of this communication flow should be to re-use information included in standards that are introduced as part of program governance.

In the next section, we will focus on monitoring and control strategy.

Monitoring and Control Strategy

Monitoring and control strategy explains how the program will be controlled internally. The following are some important features of monitoring and control strategy:

  • The primary focus is on how the program will maintain governance and control over its project and change activities.

  • Monitoring and control strategy ensures that projects are started and executed in a controlled way and that they have appropriate stages defined.

  • These stages should enable the program to approve, stop or re-direct projects effectively to ensure that they remain aligned with the evolving program.

  • The monitoring and control strategy also focuses on how project interdependencies are managed.

  • In addition, it focuses on how programs ensure that it is running efficiently and meeting its objectives.

  • The content, structure, and format of the program plan are also defined in monitoring and control strategy.

In the next section, we will discuss dependency management.

Dependency Management

Program control is all about dependency management. Following are the three types of dependencies; They are internal dependencies, intra-dependencies and external dependencies.

Internal Dependencies

Internal dependencies are those that are found within the program. These dependencies can be managed within the boundary of the program and reflect how projects depend on each other to deliver the blueprint.

Intra-Dependencies

Intra-dependencies on other programs and projects are external to the program. However, they are found within the perimeters of the organization’s program and project management.

Intra-dependencies on other programs or project can be managed by highlighting it and making plans to accommodate such dependencies. Any delay in such projects/programs should be highlighted to the dependent program.

External Dependencies

External dependencies can be found outside the program environment. These dependencies extend beyond the boundaries of all programs into other parts of the organization.

These dependencies are beyond the control of the program management environment and are potentially in external dynamics such as legislation and strategic decisions. An effective dependency network can be created by looking at projects in the terms of their inputs and outputs.

This network provides a crucial control tool for the program manager and helps to identify where a particular project has a dependency on inputs but no responsibilities are defined for it.

Similarly, dependencies on outputs of projects can be identified. This helps to communicate priorities and impact of delays across the program to project teams.

In the next section, we will look into project briefs.

Project Briefs

A program should have good knowledge of overall requirements for each project, even before the project begins. Project brief is the thorough brief given to projects to give them a running start.

  • Gives projects a running start.

  • The project brief should contain the project’s scope, objective, output, constraint, and interface.

  • It should provide direction and clarity on how the project will contribute towards delivering new capability.

  • The project brief provides specific references on how the requirements relate to blueprint

  • Explains how the new capability is related to benefits and outcomes.

  • It defines the authority and responsibilities in a project.

  • It should also state in which format the project should report progress to the program.

  • The project brief also provides guidance on standards to which the project should conform through its management activities.

In the next section, let us discuss the integration of information.

Integration of Information

In situations where pre-existing projects need to be adapted to the program, the relevant project information should be integrated into the design of the blueprint and program plan.

Following are the main areas that the integration of program and project information covers:

  • The strategic-level changes that alter the program’s blueprint, vision or business case and impact live projects or those that are about to start.

  • The responsibilities and accountabilities from program management governance strategies that might impact at project level should also be accounted for.

  • Tolerance levels for project-level cost, timescale and quality should be defined, and project milestones and review points should be clearly identified for each project.

In the next section, we will learn about information management strategy and plan.

Information Management Strategy and Plan

Information is at the core of any program. Decisions must be made at the outset on how to ensure that the information is reliable.

All crucial decisions regarding the viability of the program will depend on rigorous management of information on the progress of projects, stability, and performance of the business.

The following are the contents of the information management strategy and plan:

  • The information management strategy and plan include standards and processes to cover data and records management to be used during the program plan.

  • It also defines naming conventions and version controls.

  • It details the systems that will store information.

  • The level of confidentiality and information integrity required for the program at different levels.

  • It sets out the audit requirements and

  • Configuration management procedures for the program’s life cycle.

In the next section, we will focus on progress monitoring.

Progress Monitoring

Following are a few important facts about progress monitoring:

  • The program management team needs to establish monitoring while implementing the program plan.

  • This monitoring process should result in management intervention to address issues, thus preventing the program from drifting off target.

  • The end of the tranche is the key review point at which formal assessment of progress and benefits realization is made. If a tranche is lengthy, plan assurance within the tranche itself without waiting for its end.

  • For this purpose use, anything tangible, available or a milestone achieved, which can be reviewed and assessed.

  • The program is subjected to gated reviews at key points to assess its continuing viability against the business case.

  • All these assurance reviews may involve internal audit, peer-level assessment or external scrutiny, depending on the type of program and its governance requirements.

  • However, ensure that the information to be used for all these reviews should be valid, current, complete and accurate.

  • Other than internal members, reviews should also be done by external members for unbiased results.

In the next section, we will discuss planning and control transition.

Planning and Controlling Transition

Planning and controlling transition helps an organization in moving to a new operating model as a result of the program. Detailed transition planning is not practical until sufficient progress has been made in each individual tranche.

This is because it requires both bits of knowledge of specific project outputs and state of readiness of the operations which are due to change. Successful benefits realization depends on the identification and effective management of all business changes stemming from the delivery of project outputs.

Following are the three phases of transition:

Pre-Transition phase

The first phase is the pre-transition phase.

  • It acts as a preface to transition. In effect, it starts as soon as the program comes into public knowledge.

  • The blueprint ‘as-is’ will define the baseline performance levels that will be measured for progress towards the anticipated future state of performance.

  • Vision needs to be accepted by all stakeholders. Stakeholder engagement and leadership play a critical role in the build-up to change and ensuring stakeholder buy-in.

  • Before initiating the transition, the stop/go decision needs to be made to ensure that operations are ready to accept new capability and go through the transition.

Transition phase

The next phase is the transition phase.

  • Here we need to plan the transition carefully if more than one deliverable is planned simultaneously.

  • During the transition, the outputs are embedded in the business operations. The more the outputs, the more complex is the transition.

  • The transition should be reviewed

  • Assessed to verify benefits realization.

Post-Transition phase

The final phase is the post-transition.

  • Here the aim is to achieve change that stays.

  • Remove the legacy systems to ensure that the users do not go back to old ways of working.

  • This phase may actually go beyond the program’s life.

  • In that case, the program manager and business change managers or BCMs will take up the responsibility associated with benefits realization.

In the next section, we will focus on an example based on the concepts discussed.

Dependency Management Problem Statement

Chao Yin, the Program Manager at Nutri Worldwide Inc. is creating a program plan for the new program, Nutri Snack. The plan includes creating a new recipe for a healthy evening snack.

He wants to identify all the possible dependencies of the program.

Following is the list of dependencies identified by Chao.

  1. R&D resources will be available only after completing the project for a different program.

  2. As per instructions from the Senior Responsible Owner or SRO, the potential markets need to be identified before the advertisement plan is prepared.

  3. If any other organization launches the product before Nutri Worldwide Inc., the program, Nutri Snack, should be stopped.

  4. The FDA regulations of the targeted country should be considered.

Chao wants to categorize these dependencies based on the different types of dependencies.

In the next section, let us find out how Chao will divide these dependencies into internal dependencies, intra-dependencies and external dependencies.

Dependency Management Solution

Following is the segregation of dependencies based on the list of dependencies identified by Chao:

R&D resources will be available only after completing the project for a different program.

This is an intra-dependency on the other program. Planning should be done to make adjustments as the resources are only available later.

As per instructions from the SRO, the potential markets need to be identified before the advertisement plan is prepared.

This is an internal dependency of the program. It has to be managed within the program environment.

If any organization launches the product before Nutri Worldwide Inc., the program, Nutri Snack, should be stopped.

This is an external dependency of the program. The program environment cannot control it.

The FDA regulations of the targeted country should be considered.

This is an external dependency of the program. The program environment cannot control the changes to FDA regulations.

In the next section, let us focus on planning and control within the transformational flow.

Planning and Control within the Transformational Flow

The following table depicts the relationship between transformational flow and planning and control:

Transformational flow

Planning and control

Identifying a program

  • Program preparation plan is produced, which describes the work to be done in defining a program and how it will be controlled.

  • It also provides the basic governance arrangements for use in defining a program until the full governance framework for the program has been developed and approved.

Defining a program

  • A full set of plans and governance arrangements are prepared.

  • These are used to direct and control work in program and projects.

  • The outputs are reviewed towards the end of the tranche.

These plans and governance arrangements may be refined in the light of lessons learned during the tranche

Managing the tranches

  • A full set of control documents are used to direct and control program.

  • During this flow, the focus is on control mechanisms to help maintain the direction and momentum of programs.

  • This covers all work in programs except starting projects, which is managed in ‘Delivering the capability’.

Planning and Control within the Transformational Flow (contd.)

The following table depicts the relationship between transformational flow and planning and control:

Transformational flow

Planning and control

Delivering the capability

  • Projects dossier identifies which projects are about to start.

  • Blueprint and program plan explain how the outputs will be integrated with program outcomes.

  • In this way, the project teams are aware of dependencies on other projects.

  • Reporting arrangements should agree with each project.

Realizing the benefits

  • Collaboration between projects and those carrying out other program activities is critical.

  • The transition is managed in this phase.

  • The Business Change Manager or BCM (read as B-C-M) and other operational staff will need to be aware of the project’s progress to help them prepare for the transition.

  • The Business Change Manager or BCM plays a key role in the alignment of projects.

Closing the program

  • Ensure that it delivers all its outputs from projects as listed in the projects dossier

  • The program is reviewed and includes all control documents to assess how well it is managed.

  • Efficient management not only helps us to interpret whether the program is successful but also enables us to quantify the success.

In the next section, let us discuss the roles and area of focus in planning and control.

Roles and Areas of Focus in Planning and Control

The roles and areas of focus of each role in planning and control are as follows:

Senior Responsible Owner (SRO)

Roles of an SRO is discussed as follows:

  • The Senior Responsible Owner or SRO (read as S-R-O) is responsible for consulting the sponsoring group and other key stakeholders and maintaining their buy-in, especially in preparing for and carrying out the transition.

  • The SRO should lead the on-going monitoring and review activities of the program, at mid-tranche and the end of tranche, as well as commission formal reviews.

  • He is responsible for monitoring progress and direction of the program at a strategic level.

  • He is accountable for authorizing resource management strategy, monitoring and control strategy, projects dossier, program plan and other monitoring and control activities.

  • The SRO ensures that adequate assurance is designed in control mechanisms.

Program Manager

Now let us discuss the roles and area of focus of the program manager:

  • One of the prime responsibilities of the program manager is managing stakeholder expectations and participating in communications activities to inform stakeholders of progress and issues.

  • The program manager is responsible for designing the projects dossier, resource management strategy, monitoring and control strategy, program plan and the required assurance activities.

  • He ensures that the blueprint, program plan, benefits realization plan and benefit profiles are consistent and aligned to deliver the business case.

  • The program manager is responsible for the development of resource management strategy and monitoring and control strategy.

  • He is also responsible for deploying these strategies.

  • He needs to establish and manage governance arrangements in the program.

  • The program manager is responsible for creating and issuing project briefs to ensure that projects get a running start.

  • He also identifies and manages program dependencies and reports progress to the SRO and the program board.

  • He is responsible for adjusting projects dossier, blueprint and plans to optimize benefits realization.

Business Change Manager (BCM)

Now let us discuss the roles and area of focus of the business change manager:

  • The BCM is responsible for consulting program managers on designing the projects dossier and scheduling the tranches and constituent projects. This is to ensure that transition is aligned with the required benefits realization.

  • The business change manager ensures that changes are implemented in business and benefits are realized.

  • The BCM also ensures that the business continues to operate effectively during the period of change.

  • The business change management needs to provide adequate and appropriate business and operational resources to the program and its projects.

  • He needs to ensure that operational functions are prepared for change.

  • The business change manager also ensures that plans are in place to maintain business operations till handover is complete.

  • He needs to plan the transition to ensure that benefits are realized and teams remain focused on new ways of working.

Program Office

Now let us understand the roles and area of focus of program office:

  • The program office supports the development of planning, control, and information management arrangement to ensure that common project-level document standards are followed.

  • The office is responsible for gathering information and reporting progress.

  • The program office further supports the program manager in creating reports.

  • It also engages in collecting, monitoring and measuring data including business performance information.

In the next section, let us discuss information documents used in planning and control.

Information Documents Used in Planning and Control

Following are few important documents used in the planning and control process:

Monitoring and control strategy

Monitoring and control strategy defines how the program will apply internal controls to itself. It can be deployed as part of the program plan or integrated with quality and assurance strategy.

The monitoring and control strategy document will contain the following. The monitoring and control strategy is a document that defines what controls will be in place, including project decision authority, change activities and tolerance.

It also includes the criteria to assess efficiency and effectiveness. In addition, the monitoring and control strategy includes guidelines on how projects will be started and monitored, and how the program’s internal process effectiveness will be monitored.

It also includes standards which need to be applied to control projects, information required for monitoring projects and margins within which the program will operate.

In addition, the monitoring and control strategy includes escalation routes for managing exceptions.

The document defines how to control dependencies and what performance criteria will be used to assess effectiveness.

Program Plan

The program plan is used to control and track the progress and delivery of a program and its resulting outcomes. It may also include resource, quality, and assurance, communication, and benefits realization details.

The program plan document will include the following. The program plan includes the overall program schedule showing relative sequencing of all projects in projects dossier.

It also includes the dependency network illustrating project input and output relationship. In addition, the program plan includes cross-reference with risk register to explain any planned risk response activities.

The program plan provides an explanation of the grouping of projects and major activities in tranches and points at which the end of tranche reviews will take place. Along with these, the plan includes information on risks and issues referenced during planning.

In addition, the program plan includes transition planning information and schedules, program-level management activities, estimated effort and cost and details of how the monitoring and control strategy will be deployed.

Resource management strategy is used to identify how the program will acquire and manage resources required to achieve a business change. The resource management strategy document will contain the following.

The content of resource management strategy includes the details of funding requirements, budgets, and accounting procedures along with the procurement approach and contract frameworks.

It also contains cost and expenditure profile across the program, expenditure approval procedures, and profile of shared resources.

Resource Management Strategy

Resource management strategy also includes the list of required assets, technologies, specialist skills and subject matter experts needed. It will define how to manage human resource requirements including internal and external resources, how to transfer skills and knowledge and what should be the approach to resolve resource dispute.

Resource Management Plan

The purpose of resource management plan is to define the arrangements required for implementing resource management strategy. The resource management plan document will contain the following.

Resource management plan includes the schedule required to implement resource management activities. It includes the details of who will be responsible for resource management strategies, how to track the use of resources, and what will be the timing of reviews and monitoring activities.

Resource management plan also explains how resources will be managed between program and projects and what will be the estimated effort and associated costs. The purpose of projects dossier is to provide a list of projects required to deliver the blueprint with high-level information and estimates.

The plan is also known as project register.

Projects Dossier

The projects dossier document will include the following. The projects dossier includes a list of projects with their descriptions and objectives. It also outlines information on outputs and resources required to deliver them.

It defines the timescales and dependencies associated with each project. The projects dossier also includes the details of initial requirements for each project along with the high-level budgets allocated to individual projects.

In addition, it includes links showing the contribution each project and major activity will make towards the program. The projects dossier also explains the issues and risks for each project.

The purpose of information management strategy is to describe the measures, systems, and techniques that will be used to maintain and control program information.

Information Management Strategy

The information management strategy document will include the following. Information management strategy includes standards and processes to cover data and records management.

It also includes the description of the naming conventions, use of terms or glossary and versioning controls. Information management strategy mentions the systems to be used to store information and the responsibilities of management and information maintenance team.

It also defines the levels of confidentiality, security and how information integrity will be maintained. In addition, information management strategy includes the criteria to assess the effectiveness and any information audit requirements which should be met.

It also includes the arrangements required for release management and the procedures for configuration management including responsibilities, naming conventions and baseline details.

Information Management Plan

The purpose of the information management plan is to set out the timetable and arrangements for implementing and managing the information management strategy. It can be a part of the program plan.

The information management plan document will contain the following. The information management plan includes the timetable required to achieve the information storage systems for storing data created during a program.

It also includes the details of configuration management systems to be used in the program, along with the release management details. The information change control and naming conventions to be used in the program are also detailed in the information management plan.

It defines security controls and information, filing and documentation structure for the program’s life cycle. The information management plan also mentions the schedule for availability of templates to support program governance.

It gives an estimate of the effort and cost associated with the plan and the schedule for extraction and delivery of information to support review.

It monitors and reports how and when information management works, and mentions who will be responsible for the actions identified in the plan.

Summary

Let us summarize what we have learned in this lesson:

  • Planning and control is a governance theme that involves the preparation of different governance frameworks and information baselines.

  • The program plan is the key control document for a program which forms a complete picture of how the program is going to work.

  • Projects dossier contains a summary description of all the projects that combine their outputs to deliver the program.

  • Under workstreams, projects can be delineated on the basis of discipline, location, and output.

  • Scheduling a project delivery demonstrates the realization of benefits aligned with strategic objectives that set the context of the program.

  • Monitoring and control strategy explains how the program will be controlled internally.

  • The main areas that the integration of program and project information covers are strategic-level changes, responsibilities, and accountabilities from program management governance strategies and tolerance levels for project-level cost, timescale and quality.

  • The relationship between planning and control and transformational flow can be defined on the basis of identifying a program, defining a program, managing tranches and closing the program.

  • The SRO consults the sponsoring group and other key stakeholders and maintains their buy-in.

  • The Program Manager designs the projects dossier, resource management strategy, monitoring, and control strategy, and program plan.

  • The BCM ensures that changes are implemented in business. The Program Office gathers information and reports progress.

  • Some of the documents used in planning and control are monitoring and control strategy, program plan, resource management plan and project dossier.

  • Monitoring and control strategy document includes what controls will be in place, project decision authority, change activities and tolerance.

  • Program plan document includes the overall program schedule showing relative sequencing of all projects in the projects dossier.

  • Resource management plan document includes the schedule required to implement resource management activities.

  • Projects dossier document includes the list of projects.

Conclusion

With this, we come to an end to the tutorial on Planning and Control. In the next chapter, we will discuss the Business Case.

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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