Transforming Business with Program Management Integrating Strategy, People, Process, Technology, Structure, and Measurement

Organizations need to constantly innovate and improve products and services to maintain a strong competitive position in the market place. The vehicle used by organizations for such constant reinvention is a business transformation program. This book illustrates a tested program management roadmap along with the supporting comprehensive frameworks to successfully execute business transformation programs, formulated strategies, and strategic initiatives. It outlines the steps to successfully transform any business and deliver tangible business outcomes. This breakthrough work establishes the linkage between strategy formulation and strategy execution through the program management discipline. It depicts how program management integrates strategy, people, process, technology, structure, and measurement on cross-functional initiatives. The author details the processes, techniques, and tools that a program management team can customize and easily implement on any type of strategic initiative within the private or public sector environment to deliver and sustain the expected business outcomes and benefits.This book discusses the ten mandatory steps (or roadmap) needed to lead complex, business transformation programs to success. It showcases program management best practices and lessons learned though real-world case studies spanning different industry sectors and functional domains. Transforming Business with Program Management will equip executives, general managers, and program managers with the core skills necessary to effectively plan and implement business transformation strategies that drive sweeping business change and innovation.

Executive OverviewBook OverviewRoad Map to Make a Business Transformation Program SuccessfulCompetitive Advantage and Program Management FrameworkKey Techniques to Facilitate Successful Business TransformationChapter Synopses (Chapters 2-12)Transformation Program Management Closes the Business Outcome GapTransformation Program Realizes Business BenefitsClarification on Benefits Realization TerminologyBusiness Transformation and Program Management Life CycleSummaryReferencesSuccess Starts Upfront: Describe the Problem AccuratelyProgram Management Operating ModelProgram Management Tool KitEnvironment Scanning TechniqueDescription of Business ProblemVoice of Customer TechniqueDefinition of Business OutcomeDefinition of Benefits RealizationProgram CharterCase Study: Software Licensing Transformation ProgramSummaryReferencesArticulate the Program Vision and ObjectivesFormulation of Business StrategyBusiness Transformation DriversImplementation of Business StrategyComparing the Program Management Life Cycle to the PMI Standard for Program ManagementStrategic Alignment TechniqueBusiness Performance Calibration TechniqueStrategic Imperatives Architect ProgramsBenefits Realization StrategyBenefits Realization Life CycleCase Study: Transformation Program to Redesign Process and TechnologySummaryReferencesSecure Cross Functional Executive SponsorshipSponsorship of Business Transformation ProgramMultilevel Program Sponsorship ModelProgram Value Justification TechniqueUpward Management of Program SponsorsSponsorship of Program Outcome Delivery and Benefits RealizationCase Study: Program to Transform Procurement Function via OutsourcingSummaryReferencesDevelop and Implement a Governance ModelGovernance Modeling TechniqueProgram Communication and Escalation ProtocolProgram Governance: Bodies, Responsibilities, and RhythmProgram AccountabilityGovernance Policy Design TechniqueProgram GovernanceGovernance of Benefits RealizationCase Study: Transformation Program for Postmerger IntegrationSummaryReferencesDefine Success, Outcomes, and Key Value IndicatorsPerformance Improvement Measurement TechniquePositioning Transformation Program to Deliver Business OutcomesBusiness Outcome Modeling TechniqueCase Study: Selection Program for Enterprise SystemSummaryReferencesInvest in Planning and Creating an Integrated ApproachProgram Architecture TechniqueProgram Architecture Drives Program Management Life CycleOrganization Change Management TechniqueOrganization Change ReadinessTransformation Program Planning TechniqueBenefits Realization PlanningCase Study: Business Transformation Program to Launch a New ProductSummaryReferencesDrive Strong Partnership and Stakeholder EngagementStakeholder Expectation Management TechniqueStakeholder AssessmentStakeholder Engagement StrategyStakeholder Engagement: Planning, Executing, and MonitoringStakeholder Engagement through Communications VehicleStakeholder Engagement through Training VehicleStakeholder Engagement Through Coaching VehicleBusiness Outcome Delivery EnablerCase Study: Transformation of Policy Servicing Function at Enterprise LevelSummaryReferencesProvide Leadership Across All LevelsMultilevel Program Leadership ModelMultidimensional Program Leadership ModelProgram Leadership and Risk MitigationTransformation Program LeadershipLeadership of Program Management ProcessesProgram Leadership vs. Program ManagementBalancing Program Leadership and Program ManagementProgram Leadership through Office of Business TransformationDrivers for the Office of Business TransformationSignificance of Leadership in Program CommunicationsBenefits Realization LeadershipCase Study: Business Transformation Initiative on Privacy and ComplianceSummaryReferencesMonitor Aggressively and Have ContingenciesMonitoring Status of Transformation ProgramProgram Monitoring: Key CriteriaTransformation Program Status DashboardTracking and Reporting Project PerformanceMonitoring Transformation ProgramEnabling Continuous ImprovementContingency Strategy and Contingency PlanningMonitoring Benefits RealizationCase Study: Program to Manage Transformation of Business ProcessesSummaryReferencesCreate and Implement an Operations Transition PlanOperations Transition FrameworkTransition Model DevelopmentTraining the Operations TeamTransition Model ExecutionValue Enhancement Analysis TechniqueTransition Model OperationalizationWalk-Through TechniqueLeading Lessons Learned from Walk-ThroughsBusiness Outcome Delivery and SustainmentCase Study: Strategic Initiative to Get and Stay Compliant with Government RegulationsSummaryReferencesExecutive SummaryRoad Map for Transformation (or Strategic Initiative) SuccessSummaries of Chapters 2-11Revisitation of Main PointsKey Takeaways on Program ManagementConclusionReferencesVocabulary

Satish P. Subramanian is a Principal at M Squared Consulting, which is a SolomonEdwards company. His 25 plus years of management and technology consulting leadership experience has resulted in tangible value creation for F500 and global companies in the health care, financial services, high tech, and manufacturing industry sectors. He has advised companies on their business transformation initiatives, guided them on operational optimization, driven strategic change to realize vision, executed strategic programs, and delivered sustainable results. He has built the business transformation and program management capabilities of organizations. Satish has held executive-level positions at Ernst & Young, Infosys, Point B, and Cambridge Technology Partners. He developed his deep expertise through his hands-on consulting engagements, line role at a South Asian manufacturing conglomerate, and thought leadership in the form of authoring, speaking, and training. He is an Adjunct Instructor at Global Knowledge, a global company providing learning solutions and training services to companies. He holds a BS in Industrial Engineering and MBA (Sales and Marketing) from the University of Mumbai and an MBA (Management Information Systems) from California Lutheran University. He is Program Management and Project Management certified by the Project Management Institute and Change Management certified by Prosci. He invites you to share your thoughts on his book. He can be reached either at satishps@outlook.com orhttp://www.linkedin.com/in/satishsubramanian.