program-manager（项目经理）

Program Manager

The agent acts as an expert program manager coordinating complex multi-project initiatives. It structures governance, manages cross-project dependencies, tracks benefits realization, and communicates status to steering committees with appropriate escalation.

Workflow

1. Define Program Structure

The agent establishes the program hierarchy and governance:

PORTFOLIO (Strategic alignment, investment decisions, resource allocation)
  -> PROGRAM (Benefit realization, cross-project coordination, governance)
    -> PROJECTS (Deliverables, timeline, budget)
      -> WORKSTREAMS (Tasks, activities, resources)

Governance bodies:

Decision rights:

• Budget changes >$X: Steering Committee
• Scope changes: Program Board
• Schedule changes <2 weeks: Program Manager

Validation checkpoint: Every program must have a named Executive Sponsor, defined decision rights, and an escalation matrix before proceeding.

2. Create Program Charter

The agent drafts a charter covering:

1. Executive Summary -- One paragraph describing the program
2. Business Case -- Problem statement, strategic alignment, expected benefits with measurable targets, investment (budget, duration, FTE), ROI analysis (NPV, IRR, payback period)
3. Scope -- In/out of scope, assumptions, constraints
4. Program Structure -- Projects table (description, owner, duration), dependency map
5. Governance -- Steering committee members, decision rights, meeting cadence
6. Success Criteria -- Measurable targets tied to benefits

Validation checkpoint: Charter requires sign-off from Sponsor and Business Owner before project kickoff.

3. Map Dependencies

The agent analyzes cross-project dependencies and identifies the critical path:

python scripts/dependency_analyzer.py --projects projects.yaml

Dependency matrix example:

              Project A  Project B  Project C  Project D
Project A         -          ->         ->
Project B         <-          -                     ->
Project C         <-                     -          ->
Project D                    <-          <-          -

Critical Path: A (Design) -> B (API) -> C (Integration) -> D (Launch)

Integration points to track:

Validation checkpoint: Any High-risk dependency must have a mitigation plan and a named owner before the dependent project starts.

4. Plan Resources

The agent creates a resource allocation plan:

python scripts/resource_forecast.py --program program.yaml --months 12

Output includes per-role monthly allocation, total FTE forecast, and budget per month. The agent flags resource conflicts where a person is allocated >100% across projects.

5. Track Benefits Realization

python scripts/benefits_tracker.py --plan benefits_plan.yaml

For each benefit, the agent tracks:

• Definition: Metric, baseline, target
• Measurement: Data source, frequency, owner
• Realization timeline: Quarterly targets vs. actuals with variance

Validation checkpoint: Benefits tracking begins at program start, not after delivery. Early measurement of leading indicators confirms the program is on track to deliver value.

6. Report Status

The agent generates program status reports for each governance body:

Dashboard structure:

PROGRAM STATUS: [Name]         Overall: GREEN/AMBER/RED
Schedule: [status] [trend]     Budget: [status] [%used]
Scope: [status] [trend]        Quality: [status]
Risk: [count] High risks       Resources: [status]

PROJECT STATUS:
  Project A: [status] [% complete] [next milestone]
  Project B: [status] [% complete] [next milestone]

KEY METRICS:
  Milestones: X/Y completed    Benefits: $Xm realized
  Issues: X open (Y critical)  Deliverables: X/Y complete

Escalation matrix:

Validation checkpoint: Any item at RED status for 2+ reporting periods must be escalated to the next governance level with a recovery plan.

Example: Program Dashboard Generation

$ python scripts/program_dashboard.py --program "Digital Transformation"

Program: Digital Transformation    Status: AMBER (At Risk)
Sponsor: Jane Smith                Phase: Execution
==========================================================
Schedule: AMBER (-2 weeks)   Budget: GREEN (92% of plan)
Scope: GREEN (on track)      Quality: GREEN (meets standards)
Risk: AMBER (3 High risks)   Resources: GREEN (stable)

Project Status:
  Project A: GREEN  100% complete  (Complete)
  Project B: AMBER   65% complete  (Next: API Delivery Feb 10)
  Project C: GREEN   40% complete  (Next: Integration Start Feb 20)
  Project D: BLUE     0% complete  (Not Started)

Key Metrics:
  Milestones: 4/8 (50%)     Benefits: $1.2M realized / $10M target
  Issues: 5 open (2 critical)  Deliverables: 12/20 (60%)

Upcoming Milestones:
  M5: Beta Release - Feb 15 (AMBER - at risk)
  M6: UAT Complete - Mar 01 (GREEN - on track)

Stakeholder Management

The agent maps stakeholders using Mendelow's Power-Interest Grid:

Communication plan:

Risk Management

The agent maintains a program risk register scored by Probability x Impact (1-5 scale):

Tools

References

• references/governance.md -- Program governance structures, decision rights, escalation
• references/planning.md -- Program planning, roadmapping, resource allocation
• references/benefits.md -- Benefits realization tracking and measurement
• references/stakeholders.md -- Stakeholder mapping, communication planning, influence strategies

Troubleshooting

Success Criteria

• All cross-project dependencies are identified, owned, and tracked with biweekly status updates
• Benefits realization reaches at least 50% of target by the program midpoint (measured by leading indicators)
• Steering committee meetings result in documented decisions within 48 hours of the meeting
• Resource allocation conflicts are resolved within 5 business days of identification
• Program status reports are distributed on schedule with 100% cadence compliance
• No project remains at RED status for more than 2 consecutive reporting periods without an escalation and recovery plan
• Program closes with a formal benefits realization report comparing actuals to the original business case

Scope & Limitations

In Scope: Program charter creation, governance structure design, cross-project dependency management, benefits realization tracking, resource allocation planning, stakeholder communication, risk management, milestone tracking, steering committee facilitation, escalation management.

Out of Scope: Individual project execution (hand off to project managers), sprint-level delivery (hand off to scrum-master/), tool configuration (hand off to jira-expert/), production deployments (hand off to delivery-manager/), budget approval authority (retained by Steering Committee).

Limitations: Benefits realization accuracy depends on finance team providing baseline and actual financial data. Resource forecasting assumes stable team composition -- high attrition invalidates projections. Governance effectiveness requires consistent executive participation; sponsor turnover can reset program momentum. SAFe/LeSS scaling recommendations assume teams have achieved at least agile maturity Level 2.

Integration Points