PROGRAM MANAGEMENT PLANNING
PROGRAM MANAGEMENT PLANNING
The master Program Management Plan (PMP) should comprise of any or all of seventeen plans as required for each program. Factors considered in developing the Program Management Plan include the following: The recovery plan, resource plan, capacity plan, change management plan, version control plan, communications plan, deployment/migration plan, monitoring plan, operations plan, performance plan, pilot plan, facilities plan, risk management, security plan, support plan, test plan, and training plan. The individual plans provide the ability to break down the requirements of the Client into small, manageable pieces that can be rapidly reviewed and updated. The program team should follow a simple proven two-step approach for developing these plans. First, determine additional data needed then determine the source of the data, develop data collection methodology, collect the data and develop the plan. The anticipated outcome of this activity is that all aspects of the Client’s requirements are addressed in detailed planning documents.
Program or Project Management plans are only as good as their implementation. Open lines of communications are critical to the successful implementation of management plans. The Program Management Team should foster open communications by developing a communications plan for the every project. The communications plan should encompass documentation and acceptance of the communications strategy required to support the client. The strategy should include documentation of the following topics for the duration of the engagement:
- Audience
- Vehicle of Communication
- Frequency
- Medium
- Source
- Sensitivities
- Date Delivered
- Expected Result of All Communications
Not all communications can be anticipated at the start of the engagement. Consequently the communications plan should be revised throughout and presented as an additional document at the conclusion of every phase in anticipation of any changes.
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Effective and efficient management of a contract is critical to its success. In addition, program or project management methodology should be based on a clear understanding of the client’s requirements and past experience. Proactive management, direction, control, and motivation of project personnel are the cornerstones of successful management plans. A proven program or project management approach is to apply sound planning techniques and proven management methodologies, deploy the appropriate resources, and assign personnel with the appropriate skills to successfully accomplish tasks. Moreover, project team members should be empowered to deliver on their own commitments and have confidence that they can depend on other team members to meet their commitments.
The master Program Management Plan (PMP) should comprise of any or all of seventeen plans as required for each program. Factors considered in developing the Program Management Plan include the following: The recovery plan, resource plan, capacity plan, change management plan, version control plan, communications plan, deployment/migration plan, monitoring plan, operations plan, performance plan, pilot plan, facilities plan, risk management, security plan, support plan, test plan, and training plan. The individual plans provide the ability to break down the requirements of the Client into small, manageable pieces that can be rapidly reviewed and updated. The program team should follow a simple proven two-step approach for developing these plans. First, determine additional data needed then determine the source of the data, develop data collection methodology, collect the data and develop the plan. The anticipated outcome of this activity is that all aspects of the Client’s requirements are addressed in detailed planning documents.
Program or Project Management plans are only as good as their implementation. Open lines of communications are critical to the successful implementation of management plans. The Program Management Team should foster open communications by developing a communications plan for the every project. The communications plan should encompass documentation and acceptance of the communications strategy required to support the client. The strategy should include documentation of the following topics for the duration of the engagement:
- Audience
- Vehicle of Communication
- Frequency
- Medium
- Source
- Sensitivities
- Date Delivered
- Expected Result of All Communications
Not all communications can be anticipated at the start of the engagement. Consequently the communications plan should be revised throughout and presented as an additional document at the conclusion of every phase in anticipation of any changes.
PROGRAM MANAGEMENT PLANNING - To learn more about this author, visit Atul Uchil's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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Atul Uchil Video - Atul UchilDo not sell products, services or commodities. Just establish strong relationships with clients and achieve the coveted status of a trusted advisor. Then, your clients will elect to buy services and/or products from you. Never try to sell them.
I know that this sounds deceptively simple. Almost as if one could just sit around and wait for things to happen. Establishing and maintaining trusted client relationships without trying to sell them anything, requires a lot of patience and a constant struggle against the temptation to start selling.
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