Jan

Activity

Feb

Mar

Apr

12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16
12/4/16

1. Introduce Approach xx
Introduce approach xx
Define required adjustments and principles for implementation
Discuss and agree adjusted cornerstones of approach with mgmt.
Conduct "Agree on Concept" workshop
Discuss critical steps per discipline and per stage

2/5

2. Apply Approach xx to Phase x

Define alignment team for intervention
Align on critical deliverables for phase x concept + pre-f. stage
Conduct pre-session with teams
Facilitate interaction to generate hypotheses
Conduct alignment workshop and pre-gate review for phase x

16/3
3/22

3. Enable Phase x Project Team

Conduct approach workshop feedback sessions with team
Schedule discipline specific & cross-discipline follow-ups
Facilitate work plan consolidation

Steering committees
Progress meetings

18/2

23/1 30/1

Key milestones

Roadmap example.pptx

8/2 15/2 22/2 26/2

"Agree on concept"
2/5

11/3

11/3

18/3 25/3

9/4

2/4

Alignment workshop
3/22

Status

Draft For discussion only

Four key reasons for project failure revealed by BCG's

extensive work addressing management issues...
Key LPM failure factors

Lack of understanding, preparation and determination of leaders

Unrealistic expectations about time/energy needed to get it right
Senior management not prepared to be effectively involved throughout
implementation
Lack of attention to second, third order implications

Copyright 2011 by The Boston Consulting Group, Inc. All rights reserved.

Approach as a series of individual initiatives executed independently

Insufficient consideration of required upfront planning and preparation
Multiple initiatives become lots of heat but no light", not seen as all of one piece
Levers are misaligned, poorly prioritized and not mutually reinforcing
Overlapping efforts become personal battlegrounds between departments

No active management of risks

Historical management of milestones met, not proactive management of what can go
wrong
No effective enterprise line of sight on impacts, critical metrics or emerging gaps and
risks, insufficient clarity on in-flight risk
No one takes the time to stop and re-evaluate
Lack of attention to the human element
Focus on activities, not addressing stakeholder beliefs and behaviors
Lack of communication between teams
Not sufficient iteration, involvement and reinforcement

Source: BCG experience

er 1 - LPM - PMO - Oct2011 - vfrev.pptx

Draft For discussion only

...that can be counteracted with the implementation of an

effective program management office (PMO)
Key LPM failure factors

PMO ensures management visibility on key issues

Helps create and maintain a sense of urgency within the organization
Provides transparent, consistent, fact-based process and materials to leaders
Promotes a close working relationship with program sponsor/CEO to ensure
leadership

Copyright 2011 by The Boston Consulting Group, Inc. All rights reserved.

PMO coordinates and integrates all the parts involved

Has the authority to coordinate and manage efforts by consolidating work plans
Provides discipline, oversight, and detail needed to manage multiple initiatives
Provides an accurate, consistent baseline ensuring linkages to budget commitments
Sets priorities and timing to mutually reinforce initiatives and foster collaboration

PMO identifies and mitigates risks

Proactively identifies and helps mitigate risks and process issues
Maintains a forward looking perspective of what could go wrong
Clear call to action without having to "reinvent the wheel"
PMO communicates and drives commitment
Ensures commitment to initiatives clarifying accountabilities
Drives coordinated communication between teams, functions and stakeholders
Creates a clear picture of what the project is, why it is needed and how people will be
impacted

Source: BCG experience

er 1 - LPM - PMO - Oct2011 - vfrev.pptx