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Business Value-Oriented Program Management (BVOPGM)

The following article is a sample from the full BVOP™ Ultimate Guide and is part of the preparation for the BVOP™'s modern Agile Certified Project Manager Program.

Business Value-Oriented Program Management (BVOPGM) is a set of activities and a style of planning, evaluation, and management with a focus on adding business value to the organization, project management, and people.

Activities of the Business Value-Oriented Program Management

Activities of the Business Value-Oriented Program Management (BVOPGM) Office may include:

  • Program definition and evaluation
  • Defining program benefits
  • Analyzing projects dependencies
  • Program planning
  • Program risk management
  • Program stakeholders management
  • Program resources management
  • Choosing management and development methodologies and practices (realizations sets)
  • Modifying or mixing realizations sets
  • Presenting realizations sets
  • Training other roles
  • Observing efficiency
  • Adjusting realizations sets
  • Maintaining a knowledge database of lessons learned
  • Spreading knowledge across other roles
  • Supporting other roles
  • Monitoring and controlling program execution

Program definition and evaluation

The program definition may include listing and describing all projects in the program as an initial step. Then all projects must be evaluated against attributes such as: 

  • Organizational goals
  • Ethical standards
  • Organizational cultural specifics
  • Organization members attitude
  • Third parties interests
  • Political factors
  • Legal issues
  • Authorities regulations
  • Economical factors
  • Social acceptance
  • General feasibility

Evaluating may require requesting information from different stakeholders, sponsors, internal and external parties, or authorities. Organizational key roles and departments concerns are also taken into account. Analyzing and researching market climate, competition, potential users, financial, and economic factors may also be needed for valuable program evaluation.

Defining program benefits

The benefit of a program is an abstract understanding of the total benefits of all projects inside a program. Each planned for a realization (development or acquisition) project needs to be potentially valuable for the organization or other interested financially or non-financially parties.

The basic understanding of a financial benefit is when all investments in the project are returned, and the organization expects additional financial profit from the project realization. Another financial benefit from a project may be obtaining funds or minimizing costs.

Non-financial benefits may include outcomes from project realization where the organization or other parties do not return their investments but gain other benefits such as:

  • Improving organizational image
  • Political impact
  • Social impact
  • Satisfying stakeholders
  • Satisfying customers
  • Increased employee engagement
  • Improving technology
  • Improving performance indicators
  • Improving productivity
  • Improving processes
  • Future risk reduction
Program Management Office and Business Value, Activities of Program Management Office
BVOP Community Reviews
  1. Laura Acreman, BVOP Project Manager

    I want to focus the reader's attention on the fact that the activities of the Business Value Oriented Program Management Office include more activities than the traditional program management drills and practices.

    Of course, there are a lot of traditional and familiar duties such as planning, stakeholder management, resource management, project dependency analysis, benefit definition, and definition of the whole. Controlling of program implementation is also covered in the context of BVOP.

    The new activity, which is unique, is to support the other roles in the Project and Project Management Office and all who are potentially dependent on these.

    Another new and unusual topic, deserving an admiration is the selection of project management practices, the consultation with the teams and the presentation of the selected management practices and processes to all stakeholders in the projects. Distribution of knowledge and everything learned is also a very important activity in my view. Everyone is developing together. Both companies and employees.

    Last but not least, I would like to mention the monitoring of efficiency. Waste control and eventual loss is an action involving program and project managers. All teams are also supposed to observe for any such.

Comments of our guests
  1. Richard Jackson
    I like very much the idea of ​​program management to help work on the project management roles. This is very mature and reasonable. Project managers depend on a higher instance very often. Not always project managers can make decisions because often these solutions depend on many variables, facts, and business needs that only senior management knows in detail. Program directors and managers must be the people who create goals, rules, principles. Collaboration between all positions is the best strategy for each organization. That is exactly what I respect and follow the teachings of BVOP. And I hope that soon I will get my certificate.
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