As the new program manager for a complex digital transformation initiative, you discover that the four constituent project teams have already developed detailed, independent project plans and schedules. The teams are resistant to making changes, arguing for project autonomy. To ensure the program effectively forecasts, monitors, and identifies variances against strategic objectives, what is your most critical next step?
Mandate the integration of all project plans into a consolidated program management plan, establishing overarching governance for dependencies, risks, and communication.
Establish a program-level PMO to collect weekly status reports from each project, consolidating them for stakeholder reporting without altering existing plans.
Allow the project plans to remain independent but introduce a shared resource leveling process across all projects to optimize staff allocation.
Focus first on creating a detailed program-level risk management plan by aggregating the risks identified in the individual project risk registers.
The most critical step is to integrate the separate project plans into a single, cohesive program management plan and establish overarching governance. According to program management standards, a program's primary value comes from the coordinated management of its components to achieve benefits not available from managing them individually. While monitoring reports, managing risks, and leveling resources are important program activities, they are all dependent on a foundational, integrated plan and schedule that accounts for interdependencies. Allowing projects to operate autonomously undermines the core purpose of program management.
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PgMP
Program Life Cycle Management
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