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- A clear, concise statement defining the program has been prepared and reviewed by knowledge parties for consensus.
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.
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.
Specifications that must be met are either identified and the "owners" of these specification concur with the outcomes.
Tangible deliverables are identified for specific milestones that permit performance measurement.
A Responsibility Assignment Matrix (RAM) showing the involvement of key contributors to the program.
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.
A spend plan that shows cash flow throughout the program’s duration.
Strengths, Weaknesses as well as Opportunity and Threats (SWOT) analysis with particular attention to program risk.
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.
If capital equipment is needed in the program, appropriate requisitions have been prepared, with cost justifications attached.
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.
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.
Individuals have been selected for assignment to the program whose individual needs will be met through participation, where possible.
The program is planned to a manageable level of detail at no less that level 3 of the work breakdown structure (WBS).
Work has been broken down into reasonable durations tasks (work packages) which are assigned with a budget and to a responsible Control Account Manager.
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.
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.
All members of the team are clear on the expectations of them in terms of authority, responsibility and accountability.
The standard operating procedures for empowering people has been applied to every member of the team.
Limits have been established to determine when the program plan will be revised, such as plus or minus 10% total authorized budget variation, etc.
The needs of customers have been carefully considered and documented in preparing the program plan.
Qualitative guides have been developed for non-quantifiable program objectives, such as program performance.
Checklists have been prepared for major segments of the program so that nothing is overlooked.