Key Considerations Before Starting a New Program of Work

3 September 2024   I    PMO Redesign Series

ANRF Research and Consultancy is excited to launch the PMO Redesign Series. This series of publications will explore critical aspects of project management and organisational program success, beginning with the most important factors to consider when starting a new program of work. As the first instalment, this article addresses key insights that can help program leaders, CXOs, and directors lay a strong foundation for successful outcomes.

Starting a new program of work is a significant commitment, and taking time to address these foundational aspects will greatly enhance the likelihood of program success. Below, we explore these essential considerations.

Before beginning any new program, it’s essential to establish a strong value proposition. Clearly defining the benefits your organisation aims to achieve ensures that the program aligns with strategic objectives. A well-articulated value proposition helps maintain focus throughout the program’s lifecycle, ensuring that each decision and action supports delivering measurable value.

Example: Identify the primary organisational goal, whether it’s improving efficiency, driving innovation, or expanding service offerings, and frame the program’s objectives around this goal.

A successful program begins with a clear end state vision. This means envisioning the program’s ideal outcome and planning for how its outputs will be maintained and managed on a day-to-day basis once the program concludes. Establishing a vision helps guide decisions, ensures resources are effectively allocated, and supports sustainable success long after the program is complete.

Tip: Consider how the program’s results will integrate with existing systems or processes to create lasting benefits.

Programs often fail when resources are stretched too thin or misallocated. Conducting a thorough assessment of financial, human, and technological resources helps identify the budget and talent needed to deliver success. Prioritising resources and addressing gaps early ensures the program has the support it needs without compromising other initiatives.

Example: Evaluate departmental resource availability, project potential gaps, and ensure cross-functional support is in place.

Stakeholders are vital to a program’s success. From senior executives to department heads and key external partners, identifying and engaging key stakeholders early can make a significant difference. Defining each stakeholder’s role, setting clear expectations, and establishing consistent communication channels ensure that everyone is aligned and working towards the program’s goals.

Tip: Regularly update stakeholders on program progress to maintain engagement and adjust based on feedback.

A Program Management Office (PMO) is instrumental in keeping complex programs on track. The PMO oversees program delivery, ensuring projects are aligned with the organisation’s objectives and moving forward as planned. For organisations without a formal PMO, establishing one, even temporarily, can provide the necessary oversight to drive program success.

Example: Assign a PMO lead to coordinate with project teams, monitor performance, and ensure resources are allocated efficiently.

One of the most common causes of program delays is overly ambitious scheduling. Developing a realistic timeline that includes key milestones helps manage expectations and keeps the program on track. Building in flexibility for potential delays ensures that the program progresses smoothly and meets important deadlines.

Tip: Use a phased approach with achievable milestones to maintain momentum and celebrate progress at each stage.

Defining key performance indicators (KPIs) is essential to measuring the program’s progress and impact. KPIs provide data-driven insights, showing whether the program is meeting its objectives and highlighting areas for potential adjustments. Examples of KPIs may include metrics such as budget adherence, schedule compliance, and stakeholder satisfaction.

Example: Regularly review KPIs with the program team to stay informed on progress and make adjustments as needed.

Please reach out to ANRF Research and Consultancy for tailored advise in obligation-free discussion: 

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