What are the key steps to conducting a program initiation and closure?

1 Define the program scope and objectives

The first step to initiating a program is to define the program scope and objectives, which describe what the program aims to achieve, why it is important, and how it aligns with the organizational strategy and vision. The program scope and objectives should be clear, specific, measurable, achievable, relevant, and time-bound, and should reflect the needs and expectations of the stakeholders. The program scope and objectives should also be documented in a program charter or a program initiation document, which serves as the basis for the program governance and decision-making.

2 Establish the program governance and structure

The second step to initiating a program is to establish the program governance and structure, which define the roles, responsibilities, authorities, and accountabilities of the program team and stakeholders. The program governance and structure should ensure that the program is aligned with the organizational policies and standards, that the program risks and issues are identified and managed, that the program performance and progress are monitored and reported, and that the program changes and dependencies are controlled and coordinated. The program governance and structure should also be documented in a program management plan or a program governance framework, which serves as the guide for the program execution and control.

3 Develop the program roadmap and schedule

The third step to initiating a program is to develop the program roadmap and schedule, which outline the major milestones, deliverables, activities, and resources of the program. The program roadmap and schedule should show how the program will deliver the expected benefits and outcomes, how the program will manage the interdependencies and constraints among the projects, and how the program will allocate and optimize the resources and budget. The program roadmap and schedule should also be documented in a program roadmap or a program schedule, which serves as the tool for the program planning and tracking.

4 Engage and communicate with the stakeholders

The fourth step to initiating a program is to engage and communicate with the stakeholders, who are the individuals or groups that have an interest or influence on the program. The program manager should identify and analyze the stakeholders, understand their needs and expectations, and establish a relationship and trust with them. The program manager should also communicate with the stakeholders regularly, transparently, and effectively, using appropriate methods and channels, and provide them with relevant and timely information about the program scope, objectives, status, risks, issues, changes, and benefits. The program manager should also document the stakeholder engagement and communication in a stakeholder register or a communication plan, which serves as the basis for the program collaboration and feedback.

5 Evaluate the program performance and benefits

The first step to closing a program is to evaluate the program performance and benefits, which measure how well the program has achieved its scope and objectives, and how much value it has delivered to the organization and the stakeholders. The program manager should review and compare the program results and outcomes with the program baselines and targets, and identify the variances and deviations. The program manager should also assess and quantify the program benefits and impacts, and verify and validate them with the stakeholders. The program manager should also document the program evaluation in a program evaluation report or a benefits realization report, which serves as the evidence for the program success and accountability.

6 Close the program projects and activities

The second step to closing a program is to close the program projects and activities, which involve completing and handing over the program deliverables, releasing and reallocating the program resources, and terminating and archiving the program contracts and documents. The program manager should ensure that the program deliverables are accepted and approved by the stakeholders, that the program resources are acknowledged and recognized, and that the program contracts and documents are finalized and stored. The program manager should also document the program closure in a program closure report or a program transition plan, which serves as the record for the program completion and transition.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?