Program Life Cycle

Understanding the strategic benefits of the program

What are the program lifecycle phases?

The objective of work done before the program is approved identifies the needs supported by a valid business case that lead to a program being created. This enables the program to be justified and prioritized business case that leads to a program being created. This enables the program to be justified and prioritized which prepares the groundwork for initiating the program.

Develop in greater detail how a program can be structured and managed to deliver the desired outcomes that were identified in the program mandate

Progressively elaborate the program charter and develop the foundation for the program by establishing an infrastructure and building a detailed "roadmap" that provides direction on how the program will be managed and defines its key deliverables.

Initiate the component projects of the program and manage the development of the program benefits which were identified during initial phases.

Execute a controlled closedown of the program.

Developing a plan to initiate the program

Defining the program objectives and their alignment with the organization’s goals

Developing a high-level business case demonstrating an understanding of the needs, business benefits, feasibility and justification of the program.

Agreeing to "check points" throughout the program, to ensure it is on track.

Approval from the strategic governing board to proceed to the next program phase

Identification of suitable business change managers with the ability to influence business change

Identification of potential members of the sponsoring group or program board

Identification of the key decision makers/stakeholders in the program and their expectations and interests

Identification of candidate projects and other potential program components

Appointment of the executive sponsor & the program manager

Creation of the infrastructure to manage the program

Identification and commitment of key resources needed for setting up the program

Program charter or program mandate that documents:
o Vision, key objectives, and success criteria, o Expected outcomes and benefits,
o Program assumptions and constraints,
o High-level program plan, and
o Known risks and issues

Aligning the mission, vision, and values for the program with the organization’s objectives

Developing an initial detailed cost and schedule plan for setting up the program and outline plans for the remainder of the program

Conducting feasibility studies, where applicable, to assess the proposed program for technical and economic feasibility, as well as ethical feasibility or acceptability

Establishing rules for make/buy decisions as well as those for selecting subcontractors to support the program

Developing a program architecture that maps out how the projects within the program will deliver the capabilities that result in the required benefits

Developing a business case for each project in the program which addresses the technical, investment and regulatory/legislative factors which may pertain to each project

Communicating with stakeholders and getting support

Establishing a project governance structure to monitor and control the projects

Initiating projects in order to meet program objectives

Ensuring component deliverables meet the requirements

Analyzing progress to plan

Identifying environmental changes which may impact the program management or its anticipated benefits

Ensuring that shared resources, common activities and other dependencies across the components are coordinated

Identifying risks and ensuring appropriate actions have been taken to manage positive and negative risks

Identifying issues and ensuring corrective actions are taken

Measuring benefits reutilization

Reviewing change requests and authorizing additional work as appropriate

Maintaining thresholds and initiating corrective action when results are not delivered per expectations

Communicating with stakeholders and with the program governance board.

Review status of benefits with the stakeholders

Disband the program organization

Disband the program team and ensure arrangements are in place for appropriate redeployment of all human resources

Dismantle the infrastructure and ensure arrangements are in place for appropriate redeployment of all physical resources (e.g., facilities, equipment, etc.)

Provide customer support assuring that guidance and maintenance will be provided in the event that an issue arises or a defect is detected after the program deliverables are delivered and accepted by the customer. This assurance is generally defined by contract

Document lessons learned in the organizational database so they can be referenced in the future by similar programs. Lessons learned are generally expressed as weaknesses or areas to improve and as strengths and best practices of the performing organization to be utilized in the future

Provide feedback and recommendations on changes identified during the program’s life but beyond the scope of the program that may benefit the organization to pursue

Store and index all program-related documents to facilitate reuse in the future or possible future audits

Manage any required transition to operations