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

Executive Overview

Book Overview
Road Map to Make a Business Transformation Program Successful
Competitive Advantage and Program Management Framework
Key Techniques to Facilitate Successful Business Transformation
Chapter Synopses (Chapters 2-12)
Transformation Program Management Closes the Business Outcome Gap
Transformation Program Realizes Business Benefits
Clarification on Benefits Realization Terminology
Business Transformation and Program Management Life Cycle
Summary
References

Success Starts Upfront: Describe the Problem Accurately
Program Management Operating Model
Program Management Tool Kit
Environment Scanning Technique
Description of Business Problem
Voice of Customer Technique
Definition of Business Outcome
Definition of Benefits Realization
Program Charter
Case Study: Software Licensing Transformation Program
Summary
References

Articulate the Program Vision and Objectives
Formulation of Business Strategy
Business Transformation Drivers
Implementation of Business Strategy
Comparing the Program Management Life Cycle to the PMI Standard for Program Management
Strategic Alignment Technique
Business Performance Calibration Technique
Strategic Imperatives Architect Programs
Benefits Realization Strategy
Benefits Realization Life Cycle
Case Study: Transformation Program to Redesign Process and Technology
Summary
References

Secure Cross Functional Executive Sponsorship
Sponsorship of Business Transformation Program
Multilevel Program Sponsorship Model
Program Value Justification Technique
Upward Management of Program Sponsors
Sponsorship of Program Outcome Delivery and Benefits Realization
Case Study: Program to Transform Procurement Function via Outsourcing
Summary
References

Develop and Implement a Governance Model
Governance Modeling Technique
Program Communication and Escalation Protocol
Program Governance: Bodies, Responsibilities, and Rhythm
Program Accountability
Governance Policy Design Technique
Program Governance
Governance of Benefits Realization
Case Study: Transformation Program for Postmerger Integration
Summary
References

Define Success, Outcomes, and Key Value Indicators
Performance Improvement Measurement Technique
Positioning Transformation Program to Deliver Business Outcomes
Business Outcome Modeling Technique
Case Study: Selection Program for Enterprise System
Summary
References

Invest in Planning and Creating an Integrated Approach
Program Architecture Technique
Program Architecture Drives Program Management Life Cycle
Organization Change Management Technique
Organization Change Readiness
Transformation Program Planning Technique
Benefits Realization Planning
Case Study: Business Transformation Program to Launch a New Product
Summary
References

Drive Strong Partnership and Stakeholder Engagement
Stakeholder Expectation Management Technique
Stakeholder Assessment
Stakeholder Engagement Strategy
Stakeholder Engagement: Planning, Executing, and Monitoring
Stakeholder Engagement through Communications Vehicle
Stakeholder Engagement through Training Vehicle
Stakeholder Engagement Through Coaching Vehicle
Business Outcome Delivery Enabler
Case Study: Transformation of Policy Servicing Function at Enterprise Level
Summary
References

Provide Leadership Across All Levels
Multilevel Program Leadership Model
Multidimensional Program Leadership Model
Program Leadership and Risk Mitigation
Transformation Program Leadership
Leadership of Program Management Processes
Program Leadership vs. Program Management
Balancing Program Leadership and Program Management
Program Leadership through Office of Business Transformation
Drivers for the Office of Business Transformation
Significance of Leadership in Program Communications
Benefits Realization Leadership
Case Study: Business Transformation Initiative on Privacy and Compliance
Summary
References

Monitor Aggressively and Have Contingencies
Monitoring Status of Transformation Program
Program Monitoring: Key Criteria
Transformation Program Status Dashboard
Tracking and Reporting Project Performance
Monitoring Transformation Program
Enabling Continuous Improvement
Contingency Strategy and Contingency Planning
Monitoring Benefits Realization
Case Study: Program to Manage Transformation of Business Processes
Summary
References

Create and Implement an Operations Transition Plan
Operations Transition Framework
Transition Model Development
Training the Operations Team
Transition Model Execution
Value Enhancement Analysis Technique
Transition Model Operationalization
Walk-Through Technique
Leading Lessons Learned from Walk-Throughs
Business Outcome Delivery and Sustainment
Case Study: Strategic Initiative to Get and Stay Compliant with Government Regulations
Summary
References

Executive Summary
Road Map for Transformation (or Strategic Initiative) Success
Summaries of Chapters 2-11
Revisitation of Main Points
Key Takeaways on Program Management
Conclusion
References

Vocabulary

Biography

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 [email protected] or http://www.linkedin.com/in/satishsubramanian.  

"I am confident you will find this book to be a very helpful resource as you manage business transformation and change programs."
— Thomas H. Davenport, Professor, Babson College and Digital Fellow, MIT

"Satish offers a practical guidebook that balances both the art and science of program management—regardless of what industry you are in. It has the credibility that only comes from someone who has been there. Well done!"
— F. Warren McFarlan, Baker Foundation Professor, Harvard Business School

"This book is a must read for those involved with large-scale transformation programs... and today, that's most everyone, including senior executives. It seems like every company faces a major transformation every few years, driven by the ever-increasing pace of change and new competitive pressures caused by mega-trends such as digitization and globalization. Running these transformation programs well is a competitive advantage in itself, and Satish's book is a comprehensive yet pragmatic view of how to make these transformation programs successful."
— Romil Bahl, Executive Vice President and General Manager, Global Industries, CSC

"Satish does an excellent job of telling readers how program management can help transform companies. As the primary research analyst in the design of the 60 points of transformational leadership, I instantly recognized the credibility of how Satish details the importance of people and talent in his six principles of transformational program management. It was a pleasure to read a book written by a true expert and peer who supports many of the theories we have found to be accurate in the years of research we have done at CTPartners and Transformational Labs on the relationship between transformational talent and business transformation. Satish simplifies what many of us embrace as a complex task of assembling the right talent required for effective transformational program management. Certainly a must read for anyone wanting to grasp an in- depth knowledge of this topic or tasked with the implementation of program management that has the ability to transform thinking and results."
— Jeff Christian, CEO and Founder, Transformational Lab and Former CEO and Founder, CTPartners (Formerly Christian & Timbers)

"Satish has introduced a pragmatic approach which is long overdue in the transformation business. He obviously has been involved in a number of successes and failures which only makes his insights richer and more meaningful. If you have not driven transformation at this level, then this book is your primer—if you have, then this will serve to help up your game next time around."
— Jim Caruso, Executive Vice President, World Wide Services, EIS Group

"This book serves as an excellent resource for program, project, portfolio, and change managers, providing detailed coverage of 15 techniques that need to be applied to drive large-scale programs and projects to success. Satish follows a clear and distinct path—each chapter unfolds with precision and delivers tangible tools and steps to implement. If you appreciate clarity, Satish has written this book for you. Reference the roadmap in his book for managing strategic initiatives, cross-functional programs, and complex projects, and learn from a senior practitioner who has been there, done that…and written about it!"
— Bill Yates, Executive Vice President, Velociteach

"This is a genuinely new and exciting look at program management. It takes the professional discipline of program management and demonstrates its practical value in the context of a complex transformation environment. A 'must read' for the C-suite!"
— Global Portfolio and Program Management Leader, Big Four Consulting Firm

"Managing a large, complex portfolio of critically important programs and projects has never been easy. Yet the skills required have never been more important as businesses everywhere work to constantly reinvent themselves in response to rapidly changing global markets. Without a comprehensive framework to guide the program manager, the accumulated bodies of knowledge available will often overwhelm rather than help ensure success. In Transforming Business with Program Management, Satish Subramanian brings just the right blend of academic rigor, logic, and a practitioner’s pragmatic approach to the description of such an essential framework. Covering all the necessary aspects—strategic, procedural, technical, and human factors—Satish sets out to describe and organize all the things a program manager must ensure happen to deliver transformational results, providing a valuable handbook for anyone setting out to manage transformational change."
— John Parkinson, Chairman and Managing Director, Parkwood Advisors

"This book provides a clear roadmap for business organizations to successfully implement the kind of sophisticated and integrated transformation so often needed in today’s fast-changing global economy. It is well researched, providing a wealth of conceptual knowledge and case studies and it provides a concrete framework for the hardest part of strategic market adaptation—getting the execution right. I urge business leaders to read it now, before the competition does."
— Dr. Charles Maxey, PhD. Founding Dean, California Lutheran University of School of Management Co-Director, Center for Leadership & Values and Fellow, Center for Economic Forecasting & Research California Lutheran University

"Satish Subramanian’s book is a must-read for anyone planning a new, or struggling with a current, complex business-critical initiative. The book is highly structured, easy to read, and provides valuable models, processes, techniques, and tools for managing large-scale programs. Satish’s insights and methods are then described in real-world situations through numerous case studies. The book is not only a practical roadmap for practitioners to successfully deliver the expected business outcomes, but it is also a comprehensive textbook for learning about program, project, and organization change management. Everyone in the business and educational sectors would benefit from reading this book and taking Satish’s insights to heart."
— Sam Doying, Sales Executive, Big Four Consulting and High Tech Industry

"Effecting transformational change in any organization comes down to the successful coordination of many discrete yet related strategic initiatives. This book provides a powerful template for success in business transformation and program management."
— Tim Z. Dilley, Cloud Computing Consulting Executive

"Satish provides observations, evidence, and instructions on program management objectives across business transformation efforts. Using the disciplined approach described in this book will increase the odds of success for strategic change management. Each sentence is packed with content that deserves the reader’s thoughtful analysis in customizing the approach to achieve the program’s objectives. Leaders are the catalyst for change and, by using the techniques in this book to engage company employees, the organization becomes the agents of change. I’ve known Satish for almost 20 years and have seen him use the principles in this book to help companies in a variety of complex strategic initiatives—from merger acquisition integration, to systems implementation, to operational change, and regulatory compliance. The book’s recipes are not just a how-to checklist; rather the book provides a framework to replicate the success Satish has proven in his life’s work. I love the way Satish provides information to guide PMOs and manage change and recommend this book to anyone involved in a transformation program."
— Partner and Executive Consultant, Big Four Professional Services Firm