The interface management plan includes the following:
Purpose: A brief introductory statement defining the purpose of the interface management plan, such as:
The interface management plan identifies and maps interrelation-ships within the program, with other programs in the portfolio, and with factors outside of the program. It identifies interfaces in terms of ones that are organizational, technical, interpersonal, logistical, and political.
It addresses internal and external interfaces as well as interdependencies and interrelationships. It then assists in identifying risks with these inter-relationships throughout the management of the program. It describes roles and responsibilities for program interface management. Although the plan is drafted early in the program, it is an iterative document that should be fur-ther refined as the program moves through the life cycle.
Identification of organizational interfaces: This section defines each organi-zational interface in the program, such as the various departments or units within the organization to be involved in the program, the current relation-ships among them, and the informal and formal relationrelation-ships among them.
It also describes the relationship with the portfolio manager and the program management office.
Identification of technical interfaces: This section states the different disci-plines and specialties that are needed to complete the program. It includes items such as software, subsystems, testing, and equipment that may need to be coordinated. It also should describe whether there are any transitions within the program management life cycle that may present challenges.
Identification of interpersonal interfaces: This section describes the formal and informal reporting relationships among members of the program team.
It includes any cultural or language differences that may affect these working relationships and describes whether any levels of trust and respect already exist among team members. It also states customer-supplier relationships.
Identification of logistical interfaces: This section describes logistical inter-faces, such as the use of virtual teams in the program and whether stakehold-ers are in different locations, time zones, or countries.
Identification of political interfaces: This section describes the individual goals and objectives of program stakeholders, to especially note whether
The Program Setup Phase 165
people have informal power in areas of importance to the program. It lists any informal alliances that may exist.
Management approach for component interfaces: This section describes how interfaces between the various program components will be managed.
Changes often can occur because of interfaces with various program compo-nents (projects and nonproject work), and a change to one component may affect another component in the program.
Management approach for interfaces with the program’s governance board: This section describes the approach to follow to manage interfaces with other enter-prises, such as customers, suppliers, and other parts of the organization, which are typically handled through work with the program’s governance board.
Management approach for interfaces with other aspects of the program:
This section describes how interface planning will be coordinated with other aspects of the program, such as with schedule development, human resource planning, communications planning, the program work breakdown struc-ture, and risk management planning and analysis.
Roles and responsibilities for interface management: This section states the various roles and responsibilities for interface management in the program.
Approvals: This section contains the written approval of the interface manage-ment plan by the program sponsor, program manager, program managemanage-ment office, members of the governance board, and other stakeholders.
Interface Management Plan Template
<Insert Program Name>
Program Interface Management Plan
Program name:
Program manager: PM’s email address here as a hyperlink Program sponsor:
Actual start date:
Approved end date:
Program no.:
Revision history:
Business unit:
A. PurPoSe
A brief introductory statement defining the purpose of the interface management plan, such as:
166 Implementing Program Management: Templates for Success
The interface management plan identifies and maps interrelationships within the program, with other programs in the portfolio, and with factors outside of the program. It identifies interfaces in terms of ones that are organiza-tional, technical, interpersonal, logistical, and political.
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B. IDenTIFICATIon oF orGAnIzATIonAl InTerFACeS
This section defines each organizational interface in the program, such as the vari-ous departments or units within the organization to be involved in the program, the current relationships among them, and the informal and formal relationships among them.
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C. IDenTIFICATIon oF TeChnICAl InTerFACeS
This section states the different disciplines and specialties that are needed to complete the program. It includes items such as software, subsystems, testing, and equipment that may need to be coordinated. It also should describe whether there are any transitions within the program management life cycle that may present challenges.
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D. IDenTIFICATIon oF InTerPerSonAl InTerFACeS
This section describes the formal and informal reporting relationships among members of the program team, including any cultural or language differences that may affect these working relationships and any levels of trust and respect that already exist among team members. It also states customer-supplier relationships.
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e. IDenTIFICATIon oF loGISTICAl InTerFACeS
This section describes logistical interfaces, such as the use of virtual teams in the program and whether stakeholders are in different locations, time zones, or countries.
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F. IDenTIFICATIon oF PolITICAl InTerFACeS
This section describes the individual goals and objectives of program stakehold-ers, to especially note whether people have informal power in areas of impor-tance to the program. It lists any informal alliances that may exist.
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G. MAnAGeMenT APProACh For CoMPonenT InTerFACeS
This section describes how interfaces between the various program components (projects and nonproject work) will be managed.
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h. MAnAGeMenT APProACh For InTerFACeS WITh The ProGrAM GovernAnCe BoArD
This section describes the approach to follow to manage interfaces with other enterprises, such as customers, suppliers, and other parts of the organization, which are typically handled through work with the program’s governance board.
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I. MAnAGeMenT APProACh For InTerFACeS WITh oTher ASPeCTS oF The ProGrAM
This section describes how interface planning will be coordinated with other aspects of the program, such as with schedule development, human resource planning, communications planning, the program work breakdown structure, and risk management planning and analysis.
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168 Implementing Program Management: Templates for Success
j. roleS AnD reSPonSIBIlITIeS For InTerFACe MAnAGeMenT
This section states the various roles and responsibilities for interface management in the program.
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k. APProvAlS
This section contains the approval of the interface management plan by the pro-gram sponsor, propro-gram manager, propro-gram management office, members of the governance board, and other key stakeholders.
SignatureSand date approval obtained
Program manager ____________________________________
Program sponsor ____________________________________
Program management office director ____________________________________
Governance board chairperson ____________________________________
Governance board member 1 ____________________________________
Governance board member 2 ____________________________________
Governance board member N ____________________________________
Stakeholder 1 ____________________________________
Stakeholder 2 ____________________________________
Stakeholder N ____________________________________