Check List for Managing a Program - Glen B. Alleman

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http://herdingcats.typepad.com/my_weblog/2009/08/check-list-for-managing-a-program.html

• A clear, concise statement defining the program has been prepared and reviewed by knowledge parties for consensus.
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  Performance objectives that follow written guidelines and contain actual calendar dates for completion.
  
  A Work Breakdown Structure developed to a level sufficient to prepare accurate estimates of cost, resources and working times for all program activities.
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  A Statement of program scope that clearly defines the limits of what will and what will not be done or delivered as a result of the program.
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  Specifications that must be met are either identified and the "owners" of these specification concur with the outcomes.
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  Tangible deliverables are identified for specific milestones that permit performance measurement.
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  A Responsibility Assignment Matrix (RAM) showing the involvement of key contributors to the program.
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  A working schedule prepared with allocated resources showing how these resources will be applied over time to produce the project or service from the program.
• A Critical Path and Program Evaluation Review Technique that is the basis for all performance reporting, the working schedules, and the known dependencies.
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  A spend plan that shows cash flow throughout the program’s duration.
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  Strengths, Weaknesses as well as Opportunity and Threats (SWOT) analysis with particular attention to program risk.
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  Where risks have been identified, contingency plans have been started to deal with them as well as a risk register to tract the potentials for the risk becoming a problem.
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  If capital equipment is needed in the program, appropriate requisitions have been prepared, with cost justifications attached.
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  The Program plan prepared with participation and/or input from the owners of the deliverables.
  A control system has been established using variance analysis to assess in performance measurement.
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  All components of the program measurement system are in place as defined in the Earned Value Management System description - or an appropriate measure of physical percent complete.
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  Individuals have been selected for assignment to the program whose individual needs will be met through participation, where possible.
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  The program is planned to a manageable level of detail at no less that level 3 of the work breakdown structure (WBS).
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  Work has been broken down into reasonable durations tasks (work packages) which are assigned with a budget and to a responsible Control Account Manager.
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  A post-mortem has been done at each milestone in the program and a final one has been done for the overall program and placed in the program.
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  Members of the team have been instructed to record their working times on the program daily.
  A chart of control accounts (level three of the WBS) has been developed to track earned value against the plan and the contract deliverables of the program.
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  All members of the team are clear on the expectations of them in terms of authority, responsibility and accountability.
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  The standard operating procedures for empowering people has been applied to every member of the team.
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  Limits have been established to determine when the program plan will be revised, such as plus or minus 10% total authorized budget variation, etc.
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  The needs of customers have been carefully considered and documented in preparing the program plan.
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  Qualitative guides have been developed for non-quantifiable program objectives, such as program performance.
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  Checklists have been prepared for major segments of the program so that nothing is overlooked.