AdaptiveWork process flows
Program portfolio planning supports a clear process for initiating new business requests, managing new programs, and progressing programs through execution and delivery. A high-level estimate of program costs and benefits are captured in the financial plan, and a strategic program roadmap is created to track progress on project delivery, business outcomes, and important program milestones.
Business requests process steps
| Process Step | Description |
|---|---|
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Create program request |
Program requests can be initiated from the Requests module, as well as using a web form or email. Add a new request from the Requests module, using the program request type. When a new request is created, certain fields will be required to ensure the data needed for appropriate categorization is provided. Request assignment and any demand lifecycle steps will start following your defined governance process. Relevant users will receive notifications via Discussions or email. |
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Review and approve |
The request must be assigned or reassigned to the relevant approval authority to gain approval from within your organization's governance structure. The users assigned may take an action to approve the request, seek more information, or reject the request. When taking an action, the owner of the request will be notified via Discussions. |
|
Create program |
Manually add a new program in the Programs module. Use the same name as the request and complete the initial required information to create the program. |
| Relate program request |
From the program, relate the program request to the program so they are linked. The request owner and program manager will be notified via Discussions. |
|
Close request |
If approval is not granted or the program request is no longer needed, close the request. This provides a record of its status for reporting and ensures no further updates can be made to the request. |
Strategy and program planning process steps
| Process Step | Description |
|---|---|
|
Create program |
Programs provide program managers top-level aggregated views of related projects, with additional capabilities for visibility and reporting at the program level. In the Program Overview, the program manager can oversee items related to all projects in the program. To create a new program, add a program in the Programs module. |
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Describe and categorize program |
Enter any required information for the program, such as the program manager, program goals, and expected business value. Program lifecycle states and assignment will start following your defined governance process. Additional program details such as the program description, start date, program budget and status can be captured in the Program Overview screen. |
|
Plan program roadmap and milestones |
Roadmaps provide real-time visibility to deliverables and a high-level view of the status and progress of a program’s tasks and milestones. Access your program’s roadmap from within the Program view. Create a new roadmap or generate a default roadmap. Roadmaps update automatically when you add or remove projects or programs or make changes to start and end dates. |
|
Estimate program cost and benefits |
In this step you can capture a high-level estimate of the costs and benefits to deliver the program in the financial plan based on the need of your organization. Cost accounts can include labor, capital spending, and expense spending. |
| Approve program |
Once the program has a roadmap and financials in place, the final step is submitting it to the relevant governing body for review. Once approved, the program's lifecycle state should be updated from submitted to in progress. |
| Create and associate projects to deliver program | After a program is approved, the underlying projects required to deliver the program will be planned and scoped, and project information is rolled up from the projects to the program to provide a more accurate view of the program costs. |
Program governance process steps
| Process Step | Description |
|---|---|
|
Governance point A |
At this potential governance point, the program request intake information is reviewed and, if approved, the new program will be created. |
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Governance point B |
At this potential governance point, the initial program planning information, such as the description and categorization attributes, cost and benefit estimates, and roadmap dates will be captured and reviewed to determine if enough is known to proceed with the program. |
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Governance point C |
At this potential governance point, the program goes through a process of analyzing proposed investments (projects) to determine which to move forward with, typically based on resource capacity and finances. See the AdaptiveWork Financial Planning capability for more information. |
Program portfolio planning reports
There are several standard reports for program management in the report library. These can be run with specific filters to see the appropriate information.
You can also access a program dashboard and report set for program managers that highlight upcoming milestones, financial planning, and more. The reports and dashboard can be copied and adapted to meet your organization’s specific requirements.
Best practices
Optimize the request processManaging requests can be time-consuming. If you use requests, ensure that the process is as streamlined as possible by simplifying the submission process, using a standardized set of objective criteria to prioritize them, and having a designated person evaluate them.
Focus on strategyPrograms are about driving the organizational big picture. Make sure that as a program manager you’re keeping your eye on the initiative and strategy level and not getting too bogged down in details of specific projects or delivery tasks.
Use minimal governanceOrganizations can cut down on valuable time and resources by optimizing their governance processes with a streamlined and consistent “minimum viable governance” model. Project managers and teams must know where governance gates are and incorporate them into the planning process.
Don’t get mired in detailAt the program level, it can feel like you need to help put out every fire and that every problem will derail the whole program. Remember to be flexible, work with your managers, and be ready to adjust to get over the finish line.
Engage stakeholders proactivelyLike most things, the success of the program overall will depend on the support of sponsors and stakeholders. Be sure to keep them in the loop so it is clear the value the program provides to them, and that it feels easy to support in return.
Work with project managersYour success as a program manager depends on your project managers. Be aware when project managers are facing resistance and be ready to step in when necessary to help deal with stakeholders or explain strategy. Remain flexible and be sure to hear them out when it comes to obstacles, make adjustments when necessary, and ensure alignment and commitment if changes are made.
Demonstrate the visionA common miscalculation at the program level is to assume everyone understands the program’s value and connection to the overall strategy. Make sure the overall vision is communicated in clear terms to both stakeholders and team members alike, so they can see the value to themselves and the organization.
Know your risk levelIt’s important to understand your organization and the level of risk that will be considered acceptable for the program to keep running, as well as your own personal risk tolerance. Insecurity about risk can quickly derail a program – make sure you’re estimating conservatively and build in a level of risk buffer to avoid putting others or yourself on edge.