Deliver Your Program with Confidence

Embed a FlexPoint team member to balance priorities and constraints across program workstreams to deliver the tangible value you’re seeking.

Multiple, interconnected workstreams?

Blended teams working together toward an ambitious set of deliverables?

Relying on vendors to deliver key aspects of your solution on tight deadlines?

Sounds like you’re in the midst of a large-scale program.

We’ve been there. It’s certainly not easy to deliver on the promises of a transformation or modernization program, but it is possible.

“I worked with the FlexPoint team on a large data, digital, and operational transformation program and saw firsthand their ability to envision and implement transformative change. They have great communication skills, broad experience across many technologies and industries, and impeccable work ethic.

They have my highest recommendation.”

— Steve Abernathy, Vice President of Service Excellence & Advanced Analytics at Archrock

Take back time to focus on your other priorities and gain confidence that your day-to-day program management is covered by an experienced leader.

Set up time with our CEO to discuss how we can help deliver your program with confidence.

Large-scale program management is multi-faceted, from leading people and managing scope through engaging with a variety of stakeholders.

We’ll focus on these key elements:

  • Providing program-level guidance on goals, roles, teams, and timeframes. Where are we going? Who’s doing what? When do we need to arrive? These questions seem simple at first glance, but there are a lot of details underneath the surface.

  • Coordinating scope and interdependencies. Deliverables across the program are intended to stitch together into the thing of value we’re after, and these dividing and connecting lines tend to get more complex as we understand them more. The program manager will create clarity, negotiate coverage, and share decisions with the larger group.

  • Managing budget and resourcing. While project managers are accountable for their piece of this pie, the program manager (and the executive sponsor, preferably) will take accountability for the program-wide budget. If resources are in contention across projects or between the program and everyday responsibilities, the program manager will help stakeholders work through the tradeoffs and get to a clear path forward. If budgets are being squeezed and we need to do more with less, the program manager will lead up the prioritization process to protect as much of the business goal as possible within the new constraints.

  • Managing risks and issues. The program manager will have a key role to play in advocating for the program at the organizational level to get the right efforts put toward risk mitigation and issue resolution. This may include formal escalation channels to leadership to put pressure on an underperforming vendor. It may look like facilitating a workshop with project managers and technical leaders throughout the program to identify the various risks to the program, with mitigation tactics put in place and monitored by the program manager.

  • Engaging with stakeholders. Much of the program manager’s day will be spent communicating with stakeholders, both to understand progress and challenges from them and to share program highlights with them. The program manager will provide a crucial liaison role to make sure that the various pieces of information — analysis, decisions, scope, and more — are shared with impacted stakeholders.