Checklist for Program Management

  • A clear, concise statement defining the program has been prepared and reviewed by knowledge parties for consensus.
  •  Performance objectives have been written following guidelines and each contains an actual calendar date for completion,
  • A Work Breakdown Structure has been developed to a level sufficient to prepare accurate estimates of cost, resources and working times for all program activities.
  • A Statement of program scope clearly defines the limits of what will and what will not be done.
  • Specifications that must be met are either identified or contained in the program notebook and the Control Accounts Managers (CAM) notebook.
  • Tangible deliverables have been identified for specific milestones to permit performance measurement.
  • A Linear Responsibility Chart shows involvement of key contributors to the program.
  • A working schedule has been prepared with resources allocated so that significant planned overtime will not be required to meet program deadlines.
  • A Critical Path Method and Program Evaluation Review Techniques diagram is the basis for all bar-charts working schedules, so that dependencies are known.
  • A spend plan cure has been prepared to show cash flow throughout the program’s duration.
  • Strengths, Weaknesses as well as Opportunity and Threats (SWOT) analysis have been prepared, with particular attention to program risk.
  • Where risks have been identified, contingency plans have been started to deal with them as well as a risk register to tract the potentials for the risk becoming a problem.
  • If capital equipment is needed in the program, appropriate requisitions have been prepared, with cost justifications attached. The Program plan was prepared with participation and/or input from the Control Account Managers.
  • The program notebook has been signed off by stakeholders and copies distributed to contributors.
  • A control system has been established using variance analysis to assess in performance measurement.
  • All components of the program measurement system are in place as defined in the Earned Value Management System description.
  • Individuals have been selected for assignment to the program whose individual needs will be met through participation, where possible.
  • The program is planned to a manageable level of detail at no less that level 3 of the work breakdown structure (WBS).
  • Work has been broken down into reasonable durations tasks (work packages) which are assigned with a budget and to a responsible Control Account Manager.
  • A post-mortem has been done at each milestone in the program and a final one has been done for the overall program and placed in the program and CAM’s (Control Account Manager) notebooks.
  • The program notebook has been placed in a central file for use in the future program planning.
  • Members of the team have been instructed to record their working times on the program daily.
  • A chart of control accounts (level three of the WBS) has been developed to track earned value against the plan and the contract deliverables of the program.
  • All members of the team are clear on the expectations of them in terms of authority, responsibility and accountability.
  • The standard operating procedures for empowering people has been applied to every member of the team.
  • Limits have been established to determine when the program plan will be revised, such as plus or minus 10% total authorized budget variation, etc.
  • The needs of customers have been carefully considered and documented in preparing the program plan.
  • Qualitative guides have been developed for non-quantifiable program objectives, such as program performance.
  • Checklists have been prepared for major segments of the program so that nothing is overlooked.

From: Herding Cats

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