Regulatory Compliance programs are usually very complex initiatives. These initiatives may combine software delivery, hardware delivery, new business models, new or changed business processes, new organizational structures, and can even result in changes to the capabilities of the organization as a whole.
Because these initiatives are so complex, when they are initiated the eventual deliverables may not be known or understood, and usually it is not even clear as to what projects or workstreams need to be executed. With all this complexity, multiple projects spanning multiple parts of the organization and unknown deliverables, unless the initiative is managed comprehensively and cohesively, there is a high likelihood it will break down and fail.
Competent Program managers are required to effectively coordinate a number of projects to realise benefits to the organization that could not be achieved if the projects were run independently. SCS has a wide pool of qualified, competent and experienced Program Managers and we can manage the entire program as a managed service or provide specific resources to manage and deliver your regulatory program objectives.
The primary areas that our program managers will address during the course of a program are as follows:
Program Governance
Program governance involves defining the governance structure so that the program can be guided and directed during its execution. The SCS program manager will establish their program management team so that they can direct each of the projects in the project. Typically, the team will be made up of project managers and optionally program managers (who run any sub programs). At this stage the program manager will also establish the operational rules for the program, such as how often the team will meet, the process for managing risks, communication practices, reporting practices etc., essentially establishing the program’s operational rhythm.
Program Planning
A large part of a program manager’s time will be concerned with program planning. Programs are large and complex, so typically plans will be created in a number of iterations and involve both top-down and bottom up planning .Project plans will be put together to deliver deliverables and work packages. Program plans, which provide an integrated visualization of the key deliverables of the program, will be structured so as to deliver benefits in the best possible way to the organization.
This will include leading high-level meetings to develop the plan, providing steering to project managers as to how to structure their plans, carrying out review and approval of all project plans. Here the program manager will be looking to ensure that dependencies between projects are resolved and that the individual project plans fit the program plan.
Program Leadership and coordination
The program manager will usually be the operational “face” of the program, and as such they will typically spend a major amount of their time communicating and establishing connections. Because regulatory compliance programs are large undertakings, it is the program manager who becomes the “Single point of Operational contact” and problem solving for the program. If the program manager is unable to answer any stakeholder questions themselves they will establish a connection to the right person within the program management team to address the question or handle the issue.
The program manager will also consolidate the individual project status reports and provide an overall view of the program progress and be answerable to the steering group, escalating issues (often brought as decisions) as required.
Financial Management
Whilst the financial management of the program will usually involve senior financial management leadership, such as the CFO/CFO office, the Program manager will be responsible for operationalising the financial policies and practices used to govern the program. The management of the program budget will usually have it’s own milestones and checkpoint reviews and the program manager will carry responsibility for managing it
Program Execution
The SCS Program Manager will typically be responsible for all other elements that need to be done to support the program execution. This will include, but is not limited to:
· Risk Management
· Procurement
· Issue Management
· The PMO (Program Management Office)
· Project Reporting Management
· Communications Management
· Project tracking
· Project work package review and approval
· Program assurance
· End to End test activities
· Training Management
For more information, please write to our experts at program.practice@scs-emea.com or use our Enquiry form