A program manager oversees a strategic initiative with several highly specialized component projects. Midway through the program, the manager notes that while individual project milestones are being met, there is little cross-component collaboration. To ensure benefit optimization and capture emergent synergies, what is the program manager's most effective next step?
Postpone integration efforts until the individual components are fully developed and tested to minimize rework and complexity during the final program phase.
Facilitate a series of workshops focused on integrating the components' benefit realization plans, tasking the teams to identify and map interdependencies that could create combined value.
Report the successful progress of the individual projects to the steering committee to maintain their confidence and secure continued funding for the program's completion.
Instruct each project manager to create a detailed risk register for their own component to prevent any single project from jeopardizing the program's overall success.
The correct action is to facilitate workshops to integrate the components' benefit realization plans. This proactive, program-level approach is designed to identify and map interdependencies to create combined value, which is a core tenet of program management. Simply reporting success to the steering committee is passive and fails to address the missed opportunity for synergy. Focusing on project-level risk registers is a valid but separate activity that does not directly drive benefit optimization. Postponing integration is counterproductive, as it prevents the early and continuous realization of combined benefits.
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PgMP
Benefits Management
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