Program, reporting &
DASHBOARDING
Integrated Grant & PMO Reporting
Internal Reporting
Program financial management
Program risk, issue, & dependency management
Program quality management
Program schedule management
Program communication management
Program Governance
Program wide risks and issues are expected but can be managed through facilitation processes and ongoing meetings led by the PMO. In the program's early stages, the objective of these processes and meetings should be to set standards for risks and issues, while ongoing occurrences of these meetings should focus on alignment of addressing them.
Program risk, issue, & dependency management:
The PMO should establish an ongoing meeting cadence that includes the working team and executives. It's important to identify and develop common KPIs and success criteria to measure progress and gradual achievement of expected outcomes. Crafting standard templates and dashboards will streamline reporting for the program's duration.
Integrated Grant & PMO Reporting:
Key components of project governance include the development and maintenance of a PMP along with creating and managing a master program schedule. To ensure effective program control, develop and maintain a deliverable approval process. For successful program governance, the PMP should be up to date, KPIs monitored, and the federal agency should be engaged for the project's duration. With multiple utilities and subrecipients, the prime recipient should utilize these processes and incorporate respective external stakeholders to ensure communications are clear and constant.
Program Governance:
The primary recipient can consider aligning their internal reporting processes closely with the required DOE/federal reporting procedures to limit duplicative work, or if there is a consistent internal reporting process then the DOE/federal requirements can be adjusted to their internal reporting processes to ensure internal stakeholders are receiving consistent reports across all programs. If the latter is the preferred method, it is crucial that dedicated time is allocated to DOE/federal reporting to ensure compliance is achieved.
Internal Reporting:
Across all projects in the program, the monthly forecasts, actuals, and variances should be reviewed and tracked. Additionally, publishing a monthly financial performance summary will provide visibility for responsible stakeholders. Annually, the PMO should seek support in financial planning across involved departments, subrecipients, and executives. It will be important to monitor cash receipts and disbursements of federal funds and acknowledge forecasted spend compared to actual spend to be compliant with federal reporting requirements.
Program financial management:
A program communication plan should be developed and maintained, and it should incorporate project level communication. The PMO should oversee program communications, managing all program-wide risks, issues, and change implications. Critical components include internal and external stakeholder engagement and documenting communications.
Program communication management:
Program wide risks and issues are expected but can be managed through facilitation processes and ongoing meetings led by the PMO. In the program's early stages, the objective of these processes and meetings should be to set standards for risks and issues, while ongoing occurrences of these meetings should focus on alignment of addressing them.
Program risk, issue, & dependency management:
The PMO should establish a high-level product delivery plan and roadmap and socialize it with key stakeholders. There should be partnership with pod workstream leaders to manage the execution with a focus on monitoring the critical path across delivery and interdependencies. Reporting should focus on the latest milestones and program schedule while acknowledging interdisciplinary requirements.
Program schedule management:
Program wide risks and issues are expected but can be managed through facilitation processes and ongoing meetings led by the PMO. In the program's early stages, the objective of these processes and meetings should be to set standards for risks and issues, while ongoing occurrences of these meetings should focus on alignment of addressing them.
Program risk, issue, & dependency management:
The PMO should develop program guidelines for quality. Through the program, the PMO should oversee, and record lessons learned, program reviews, and the health of the program. There should be a process determined to validate approvals and decision authority matrices created for deliverables, phase gates, risks and issues, changes, go-lives, business readiness, etc. The PMO should conduce comprehensive reviews of program reporting and data quality while confirming the accuracy and alignment of the program.
Program quality management:
Program wide risks and issues are expected but can be managed through facilitation processes and ongoing meetings led by the PMO. In the program's early stages, the objective of these processes and meetings should be to set standards for risks and issues, while ongoing occurrences of these meetings should focus on alignment of addressing them.
Program risk, issue, & dependency management:
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