g2_program phase gate template_clean

SPONSOR: [NAME]PGM: [NAME]

PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

Formulation (G1) Preparation (G2) Plan, Authorize, Execute Components Closure (G5)

PROGRAM DEFINITION PROGRAM DELIVERY PROGRAM CLOSURE

PROGRAMPHASE GATE LIFECYCLE

Str

ate

gy

Deplo

ym

ent


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

GATE 2PROGRAM PREPARATION

Formulation (G1) Preparation (G2) Plan, Authorize, Execute Components Closure (G5)

PROGRAM DEFINITION PROGRAM DELIVERY PROGRAM CLOSURE

Gate 2

60 Min Presentation

Str

ate

gy

Deplo

ym

ent


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

-

1. Scope and Prioritization

2. Organizational Structure

3. Component Management Plan

4. User Requirements

5. Benefits Register

6. Program Roadmap

7. Financial Picture

8. Human Resource Staffing Plan

9. Risk Management Plan

10. Communications Plan

3

Approval Required

Review, Recommend Change

Approval Required

Approval Required

Approval Required


Approval Required


Approval Required

ExpectationsDocuments for Review

G2

Documents and Approval Expectations

Approval Required

Program Execution Plan


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

GATE 2 – PREPARATION

SCOPE AND PRIORITIZATION

4

I. VISION (REVISED)

[A one-sentence statement describing long-term desired change resulting from this effort. What issue/opportunity will this program provide the site?]

II. SCOPE (FINAL)

[Provide high level Scope Statement that will be used for all future P3MO data collection]

IV. OUT OF SCOPE

[What is excluded from the scope of this project.]

[Program/Breakthrough Title]

[Project Component 1]





III. COMPONENTS Approved - In Execution Not Approved Yet

Phase 2Phase 1

# Key Success Factors

1 (ex: High Level Sponsorship)

2(Ex: Unified program governance with a High level of involvement from all Business Partners and shared objectives with business leaders)

3 (ex: Change management Program)

[REVISED FROM GATE 1]

V. PRIMARY BENEFITS (FINAL) # Benefit Category Program Objective/Outcome to Realize Benefit

1

[Insert Primary

benefit categories

located on right. Ex:

Cost of Goods]

[Insert the Program Objective that must be

accomplished to demonstrate contribution to this

Benefit Category – Desired End State or Outcome]

2

[Insert Secondary

benefit category

located on right]




3

[Insert Other key

benefit category

located on right]




[benefit Driver –>]

FEASIBILITY

ATTRACTIVENESS

[SCORE]

[SCORE]

6. Strategic Direction 5. Involvement


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

6


ORGANIZATIONAL

STRUCTURE

VI. STEERING COMMITTEE [REVISED]

[Insert Comments]

VII. CORE TEAM

Role Dept Name Primary Responsibilities

Sponsor [dept] [Name]

PgM [dept] [Name]

Lead End User [dept] [Name]

[other] [dept] [Name]


Role Dept Name Primary Responsibilities

Sponsor [dept] [Name]

PgM [dept] [Name]

Lead End User [dept] [Name]




PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

Operate as a

Network

Supply Product Reliably

Drive Adapt-ability

[Process] [#] [#] [#]

8


COMPONENT

MANAGEMENT PLAN

VIII. PROCESS TO INITIATE, TERMINATE, AND TRANSITION COMPONENTS

INITIATE: [This section describes the process and the criteria the board follows to initiate new components to be part of the program][Example: • New or Unapproved Components: Any new or previously unapproved components/projects must present their Gate 1’s and 2s to the full

Portfolio Council to be included in the program’s scope].• Approved Components: The Program Steering Committee will have the authority to approve supporting Gate 1 and Gate 2’s for ALL

components/projects listed in this Program’s Gate 2 Program Execution Plan. • Note: All components will be required to submit Gate 1s (Business Cases) and Gate 2 (PEPs and URSs) to the P3MO for Program Archive.

CANCEL / TERMINATE COMPONENTS: [This section describes the process and the criteria the board follows to terminate approved components][Example: • Impacting Benefit Delivery: Program Steering Committee with have the authority to terminate ANY components listed in this Program’s

Gate 2 that don’t impact the program’s ability to deliver on the expected benefits • Not Impacting Benefit Delivery: All terminations that impact the program’s ability to deliver on the expected benefits must be approved

the Portfolio Council. Also, the Program Steering Committee will notify the P3MO and Key Program Stakeholders.

TRANSITION: [This section describes the process and the criteria the board follows to transition components when the work is complete and benefits have been realized.][Example: • Completed Requirements: Program Steering Committee with have the authority to transition ANY components using the P3MO closeout

process, once they feel they have achieved the scope and transition plan.• Escalation: All transitions must be escalated to the P3MO and Key Program Stakeholders. Additionally, the P3MO will notify the Portfolio

Council via needed levels of urgency.]• Note: All components will be required to submit Gate 5s (Closeout Docs) to the P3MO for Program Archive.


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]


PROGRAM REQUIREMENTS

[USER REQUIREMENTS]

<Comments>

# Category Requirement User Acceptance Criteria for Transition into Operations Due Date

1 Functionality <process, integration, standard> [Expected Transition state – What does “done” look like?]

2 Technical <material, utility, other technical> [Expected Transition state – What does done look like?]

3 Usability<ease of Use, Documentation, Impact>

[Expected Transition state – What does done look like?]

4 Performance<availability, responsiveness, reliability, Capability, scalability, validation>

[Expected Transition state – What does done look like?]

5 Regulatory <Pharmaceutical, legal, Safety> [Expected Transition state – What does done look like?]

IX. USER REQUIREMENTS (PROVIDED BY LEAD END USER)

10


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

13


BENEFITS REGISTER

#Benefit

Category orType

Benefit to be delivered (SMART)

Component(s) contributing to

Benefit

Measurement Method

Benefit Owner

KPI Baseline

KPI Target

Full realizatio

n date

Yr

1

Yr

2

Yr

3

Yr

4

1[Ex: Headcount]

[Example: Save 150 man-hours in QC Lab by 2016]

• [Project X]• [Project y]• [Project z]

[ex: QC Method Testing StandardProcess Assessment]

[Name,Dept]

[Ex: 500hrs}

[Ex:350hrs] [date]100%

2 [Ex: Yield]

[Example: Increase Yield by 30% in Suite 1 by 2017]


[What is the

baseline that the site is at

now]

[KPI Target to achieve success]

[date] 40%100%

3[Ex: Capacity]

[Example: Increase Capacity by 30% in Suite 2by 2017]


[What is the

baseline that the site is at

now]

[What is the KPI

Target to achieve success]

[date] 20% 40%100%

X. BENEFITS REGISTER

SLIDE MUST BE PREPARED IN COLLABORATION WITH FINANCE.

[EXPANDED FROM GATE 1]


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

17


PROGRAM ROADMAP AND

PHASE GATE SCHEDULE

XIII. PROGRAM ROADMAP PROGRAM KICKOFF: [DATE] CLOSE: [DATE]

2015 2016 2017 2018 2019 2020

CRITICAL PATH

PROJECTS[PROJECT 1] [PROJECT 2] [PROJECT 3]

[PHASE 1]

[PHASE 2]

[PHASE 1]

ENABLING

PROJECTS

[PROJECT 4]

[PHASE 2]

[PROJECT 6]

[PROJECT 7]

[PROJECT 5]

ENABLING

PROJECTS

CRITICAL PATH

PROJECTS

[PROJECT 11]

[PROJECT 13]

[PROJECT 12]

1 2 3

[Milestone] [Milestone] [Milestone]

[Benefit

Delivered

at

end of

Phase 1]

[PROJECT 8] [PROJECT 9] [PROJECT 10]4 5 6

[Milestone] [Milestone] [Milestone]

[Benefit

Delivered

at

end of

Phase 2]

XII. PHASE GATE SCHEDULE

Benefit Delivery (G3)

Council Approves Request for Phase 2 of Execution [Start – End Date]

Closure (G5)

Transition to Benefit Sustainment Phase

[Target Date]


Schedu


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

20


FINANCIAL REQUIREMENTS

(~80% ACCURACY)

SLIDE MUST BE PREPARED IN COLLABORATION WITH FINANCE.

Total Cost / Annual Spend [Year 1] [Year 2] [Year 3] [Year 4]

CapEx $$ $$ $$ $$

OpEx $$ $$ $$ $$

IX. FINANCIAL PLAN

Total Savings [Year 1] [Year 2] [Year 3] [Year 4] [Year 5]

Savings per Year $$ $$

X. FUNDING ROADMAP (AED)[Year 1] [Year 2]

Project OpEx CapEx LRP Year Phased Funding Req'dLast Gate

CompletedQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

[Project 1] $XX $XX N/AYes:

Phase 1 - $X QX201XPhase 2 - $X QX201X

Gate 0AED

Approval[date]

[Project 2] $XX $XX 201X NoneAED Approval

[date]

[Project 3] $XX $XX 201XAED

Approval[date]

[Project 4] $XX $XX 201XAED Approval

[date]

[Project 5] $XX $XX 201XAED Approval

[date]

Total CapEx

Total OpEx

$$ $$ $$Total

SavingsMax 1-Year

Savings$$ $$NPV


AED Approval needed


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

21


HUMAN RESOURCE

STAFFING PLAN

ROLE DEPT NAME ResponsibilitiesQX YR

QX YR

QX YR

QX YR

AvgLOE %

Total Hrs

MgrApprove

(Y, N)

Known conflicting priorities

Sponsor

Accountable for the business case. Ensures robust drivers for investing resources in this initiative, and ensures the drivers remain robust throughout the initiative’s lifecycle.

[LOE % or Hrs]

[LOE % or Hrs]

[LOE % or Hrs]

[LOE % or Hrs]

[50%][180 hrs]

PM/PgM

Accountable for the planning and execution of the initiative, as well as identifying and escalating field conditions that can impact the business case.

Lead End User

Accountable for ensuring the end products are fit for purpose. Will incorporate the future state delivered by this initiative into their business as usual operations.

PM – Proj 1

PM – Proj 2

PM – Proj 3

PM – Proj 4

PM – Proj 5

SME

<Team Member>

<Team Member>

<Team Member>

Avg FTE’s Per Qtr

XI. HUMAN RESOURCES


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]


RISK MGT PLAN

Risk Strategy: The Program initial risk assessment is above. This will be actively managed throughout the program execution phase. A clear communication path has been established for all risks – program and project specific. These risks will be reported bi-weekly through the PMO reporting tool by the L3 and L2 scheduler and responsible PMs, reviewed and escalated to the Program Manager and Sponsor as applicable, via the mechanism detailed below. • The risk owners and work stream leads will monitor risks and mitigation plans associated with their Level 3 schedules. The status updates,

identification of new risks, and trending of recurring risks will be monitored by the program controls team through updates to the PMO reporting tool.

• The Program leadership and steering committee will monitor and mitigate risks that impact adherence to the Level 2 schedule or those risks that impact multiple workstreams (e.g. resource challenges).

Risks will be escalated in the following order:• Level 3 Risks will be managed through the PM (as appropriate)• Level 2 Risks will be managed by the Program leadership team (weekly meeting)• Level 2 Risks that cannot be managed by the Program Leadership team will be escalated to Program Steering (biweekly meeting).• Level 2 Risks that cannot be managed by the Program Steering Committee will be escalated to the Program Sponsor (biweekly meeting).

XII. RISK REGISTER

# Type of Risk Benefit At Risk Potential Impact Prob Sev Recommended Mitigation

1[project dependency, Resources, Schedule, Cost, Scope, Benefit, Quality]

[Describe how these add Risk to delivery of the intended benefits]

[project dependency,

Resources, Schedule,

Cost, Scope, Benefit,

Quality]

[rating] [rating][List any how your project will mitigate these challenges]

2

3

4

5



PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

23

# Topic Expected Outcome Target Audience Forum Frequency Responsible Actions Target Date

1 [Performance Reporting]

[What result do we want from this communication?]

[Intended recipient of communication (Site, SLT, Managers, HR, etc)]

[What method of communication will we use? (Allston Today, EMT, Town Hall, SLT, etc)]

[What will be the frequency]

Who is responsible

[What actions are required to prepare this]

[Message Delivery Date]

2 [Risks and Escalations]

3 [Change Requests]

4 [Key Decisions]5 [Training]

6 [Knowledge Repository]

7 [Processes]

8[Policies and Policy Updates]

9 [Tools]10 [Organizational Updates]

11[Voice of CustomerFeedback or Input]


COMMUNICATIONS PLAN

XIII. COMMUNICATION PLAN


PROG # [INSERT #]

PROGRAM: [NAME]

+QDCI:

[SELECT

DRIVERS]

-

1. Scope and Prioritization

2. Program Organizational Structure

3. Component Management Plan

4. User Requirements

5. Benefits Register

6. Program Roadmap

7. Financial Requirements

8. Human Resource Staffing Plan

9. Risk Management Plan

10. Communications Plan

24

Gate DecisionDocuments Reviewed

G2

Approval

Status

• Approval: Benefit proposed is worth resources needed to execute

• Return: Return to this Gate with more information or different options before proceeding

• Cancelled: No further effort on this initiative will be made; work and resources stoppage

Program Execution Plan

Approved More Info Required Not Approved





Cancelled

G0 - Approved

Return


