Project and Program Management Report: NBN Program Overview

This report examines project and program management, using the National Broadband Network (NBN) as a case study. It delves into program governance, including governance boards, responsibilities, and the relationship between governance and project management. The report outlines supporting processes such as communication, financial, integration, procurement, quality, resource, risk, schedule, and scope management. It then identifies issues and problems encountered by the NBN, including mission creep, pricing issues, long-term strategy challenges, lack of equipment, network competition effects, and security risks. Finally, the report presents lessons learned and proposals for improvement, providing a comprehensive overview of the challenges and strategies in managing large-scale programs.

Running head: PROJECT AND PROGRAM MANAGEMENT
Topic- Project and Program Management
Name of the Student
Name of the University
Author’s Note

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Table of Contents
5. Program governance....................................................................................................................2
5.1 Program governance boards..................................................................................................2
5.2 Programgovernance board responsibilities............................................................................2
5.3 Relationship between program governance and project management..................................3
5.4 Common individual roles related to program governance....................................................3
5.5 Program as governing bodies.................................................................................................4
5.6 Other governance activities that support program management...........................................4
6. Program management supporting processes................................................................................4
6.1 Program communication management..................................................................................4
6.2 Program financial management.............................................................................................5
6.3 Program integration management..........................................................................................5
6.4 Program procurement management.......................................................................................6
6.5 Program quality management................................................................................................6
2.6 Program resource management..............................................................................................6
6.7 Program risk management.....................................................................................................7
6.8 Program schedule management.............................................................................................7
6.9 Program scope management..................................................................................................8
7. Issues and problems encountered................................................................................................8
8. Lessons learned and proposals to improve..................................................................................9
References......................................................................................................................................11
5. Program governance

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5.1 Program governance boards
The program governance boards mainly consists of executive level stakeholders which
include project manager, team members, administrative officer, supervisor, contractor, sub
contractor, technical expert as well as developer (Alizadeh, Sipe & Dodson, 2014). It is
identified that the members of program governance board are generally selected on the basis of
their technical knowledge, operational accountabilities, functional responsibilities as well as
responsibilities for managing the portfolio.
5.2 Program governance board responsibilities
Program governance board has certain responsibilities that include:
Proper governance and the goals of the program: The program board is responsible of
ensuring that any program within its area of authority mainly defining the goals for effectively
supporting the program.
Program endorsement, approval and initiation: It is undertaken by the governance
board for approving the program approach (Alizadeh& Shearer, 2017)
Program funding: Program governance board helps in funding the program for
supporting it in order to make the program successful.
Establishmentof programgovernance plan: It is needed as it helps in ensuring that
strategic alignment is optimized so that the target value as well as benefits of program is
delivered properly.

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5.3 Relationship between program governance and project management
It is quite important to establish proper relationship between program governance as well
as project management as it is mainly required for the success of the program that generally
assists in delivering the desired goal of the program (Sugiyama & Hunter, 2013). The
relationship is found to be quite critical for the success of the project. It is identified that program
managers mainly depends on program governances for establishing proper organizational
conditions that helps in enabling effective pursuit of programs.
5.4 Common individual roles related to program governance
There are number of common individual roles which are mainly related to program
governance:-
Program sponsor: The individual who mainly takes the responsibility of championing
the National broadband program.
Program governance board members: They are the people who are mainly responsible
of authoring a program (Beltran, 2014).
Program team members: Programs are generally comprised of individuals who are
mainly responsible for different aspects of the program.
Program manager: The person who is mainly responsible of managing the oversight of
the program interactions.
5.5 Program as governing bodies
. It is identified that the program “National Broadband Network” will generally pursue
proper benefit with the help of authorization as well as initiation of project components as well

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as subprograms (Kruger & Gilroy, 2013). The programs generally help in functioning as a
governance board. It is found that the program utilizes some of the factors that help in
influencing the decisions which is provided by the programs.
5.6 Other governance activities that support program management
It is identified that the program governance mainly assumes their responsibility that they
are very much responsible of managing capabilities of organization that helps in supporting the
efficient as well as effective programs of National Broadband Network. The supporting
capabilities that are created include program management, knowledge management, program
management training and support.
6. Program management supporting processes
6.1 Program communication management
It is identified that communication management is quite necessary for the program of
National Broadband Network as the communication management facility mainly assists in
managing the activities for giving appropriate generation, distribution, collection about the
program (Kerzner, 2013). These activities are quite helpful in creating proper link between
people as well as information which are quite necessary for decision making as well as
communication. For managing the communication facility properly about the program it is quite
necessary to make proper planning and then distributes the information about the program which
is undertaken for facilitating the pen data access. In addition to this, performance reporting is
done in order to analyzing the communication facility provided for making the program
successful.

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6.2 Program financial management
Programfinancial management is undertaken in order to identify the financial sources and
for integrating the budget of components that are associated with the program in order to create
the overall budget of the project. It is identified that proper estimation about the initial budget of
the program is done in order to analyze the feasibility of the program. It also helps in providing
proper idea to the decision makers for funding the program (Chang, 2016). It is found that the
government creates proper financial framework in order to analyze the available funding as well
as for determining different constraints of the program. The Australian government also
undertakes component cost estimation as well as program cost budgeting for creating program
budget baseline payment schedule as well as component of payment schedule. In addition to this,
the Australian government arranges financial monitoring as well as control in order to identify
the factors that help in creating changes to the budget baseline.
6.3 Program integration management
Program integration management is undertaken by the program of National Broadband
Network for identifying, defining, combining, unifying as well as coordinating within the
program. It generally helps in co-coordinating various management activities across the life
cycle of program management (Bangerter et al., 2014).The program integration management is
completed with the help of various activities which include initiation, sponsor selection and
financing, estimation of scope, resources as well as cost. Information about scope, resources
helps in assessing the ability of executing the program of National Broadband Network.
6.4 Program procurement management
Program procurement management is considered as one of the tool that assits in
procuring the services of open data network for providing proper benefits to the program. It is

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identified that program procurement that addresses the activities helps in acquiring various
services as well as products. In the program procurement planning, the program manager
understands the resources which are generally required for the delivery of benefits. The outputs
that the program procurement includes are request for proposal, quote, proposal as well as
invitation for bid.
6.5 Program quality management
Program quality management is mainly undertaken in order to determine various quality
policies, objectives as well as responsibilities so that the entire program of National Broadband
Network will be successful (Abdelwahab et al., 2016). The various quality management policy
are generally utilized for improving different activities of the program continuously. Program
quality planning as well as assurance program are arranged in order to evaluate the overall
quality of the program for providing proper assurance about the program.
2.6 Program resource management
Resource management program is mainly undertaken at the program level as resource
management is generally needed for balancing the need of the various components. The
resources that are required include data centers, laboratories, equipments and many more are
analyzed in order to manage the expenses of the program. Firstly the resource manager plans the
resources that are required for the project and then prioritizes the critical resources which are
available in abundance for optimizing the resources within the program.
6.7 Program risk management
Program risk management is defined as one of the event that is required to be undertaken
in order to make the program of National Broadband Network successful. Risk tracking mainly

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involves in identifying various types of risks that can arise during execution of the program. It is
identified that risk control is utilized in order to minimize or mitigate the risks associated with
the project (Gelvanovska, Rogy&Rossotto, 2014). Risks of the program are analyzed with the
help of either qualitative or quantitative risk analysis techniques for supporting the various
decisions of the program management. Proper risk monitoring processes is mainly undertaken in
order to determine that the assumptions of the program are valid and the program is following
proper risk management procedures as well as policies.
6.8 Program schedule management
The program schedule is utilized in order to determine both the order as well as timing of
the various components that are required for producing the benefits the benefit within the
program of National Broadband Network. The schedule of the program is mainly developed
interactively with the help of various components so that it can determine the orders in which
various activities are implemented properly (Vange et al., 2017). The dependencies are provided
that creates significant impact on the project. The project manager generally concentrates on
managing the different deliverables of the program for ensuring that the program will be
executed on time.
6.9 Program scope management
Scope management is required in this program for delivering proper benefits at the
program level. The activities that are used for undertaking the scope management generally
include planning as well as managing the scope of the program (Sun et al., 2015). It generally
aligns with the objectives as well as goals of the program. It generally helps in elaborating
expected benefits of the program so that it can be achieved successfully.

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7. Issues and problems encountered
The various types of risks that are encountered by the program “National Broadband
Network (NBN): are elaborated below:
Mission Creep: NBN generally promised for remaining neutral but the pressure to act
commercially generally creeps the mission. It is analyzed that in order to act longer within the
long term program, managing new revenues is considered as one of the important step (Sorensen
&Torfing, 2016). In addition to this, it is identified that government requires demonstration of
commercial server.
Pricing related issue: TheNational Broadband Network (NBN) generally assists in
suggesting that it mainly earns an EBITDA of 79% and return around 19.5%. It is identified that
this figures are quite higher as compared to other practices for different regulated industries. It is
found that both the government as well as federal government generally faces political pressure
for reassigning monopoly profits in spite of the impact on the entire return on the overall project.
Long term strategy issue: The management team does not undertake the responsibility
to analyze the objectives as well as risk potential for returning to the options which are generally
present to them (Chang, 2016). They also do not quantify the impact that will be created by the
decision taken by the team. This create number of problems due to presence of proper
management facility.
Lack of properequipments: Due to lack of equipment, the program faces lot of
difficulty in stretching the network of data access properly to different cities of Australia. The
facility of open access network program will be obstructed due to the absence of proper
equipments (Dahlgren & Whitehead, 2017).

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Knock on effects on the network layer competition: It is identified that in the opening
up non-contested residential fixed access, the NBN generally undermine different varieties of
contested network sectors. It is identified that both the regulatory as well as commercial
arrangements around NBN generally helps in seeking to displace directly in HFC networks and
for imposing levis by various potential fibers to access the different competitors.
Security risk: It is identified that the facility of open access network that is provided by
the Australian government to the citizens of Australia can be proved dangerous as the open
nature of the network helps in allowing snooping (Agyapong et al., 2014). Due to this,
unencrypted network traffic is then clearly visible to everyone which creates number of risks and
the chances of losing personal information is quite high.
8. Lessons learned and proposals to improve
After the implementation of the program “National Broadband Network”, proper
information about the benefits that are provided by the program to the people of Australia has
been achieved. It is identified that proper lesson about the importance of program stakeholders as
well as alignment of program strategy is achieved. The importance of program governance for
implementing the program of National Broadband Network is identified. The report also
provides proper lesson about the significance of program management supporting procedure. In
addition to this, the program also helps in learning about the issues as well as challenges that are
faced by the government in implementing National Broadband Network Program.
It is quite important to resolve the issues that are encountered in the program with
appropriate methods or strategies. The methods include:

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Presence of appropriate equipments: Appropriate equipments must be present so that
the program managers does not face problem in executing the program.
Proper encryption facility: Proper encryption facility must be provided in order to
reduce security issues in open access network.
Minimize mission creep: The program activities must be completed as per the scope of
the program so that the issue of mission creep can be resolved easily.

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Dahlgren, D., & Whitehead, M. (2017). European Strategies for tackling social inequalities in
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Gelvanovska, N., Rogy, M., &Rossotto, C. M. (2014). Broadband networks in the Middle East
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