Modern Management as a Program

Modern Management as a ProgramIT faces the constant challenge of developing and implementing cost-effective and secure solutions to meet the rapidly evolving needs of the enterprise.

In August 2023, HP with Intel & Microsoft issued a new Point of View White Paper entitled “Modern Management as a Program,” written by Bruce Michelson and Jeff Malec. In it, the authors provide a compelling rationale for the adoption of ‘modern management’ – defined by Closed Loop Lifecycle Planning© as “the cloud-first, highly automated, end user centric service delivery strategy” – and note that this approach is highly aligned with the overall industry direction and planning.

You are strongly encouraged to read the full white paper and share it with your customers. In the meantime, here’s a summary.

Definition: Modern management as a program consists of a set of related or interdependent projects (elements) that aggregate up to an overall modern management program.

  • Comprehensive planning prior to implementation is essential. Separate program and project plans stand independently, but outline identified dependencies.
  • Governance is a key deliverable in the program plan’s critical path. Legacy policy, processes, procedures and regulations may not apply to the new technology.
  • While each project has its own project manager, there can only be a single program manager.
  • Adopting an agility model – in which weekly outcomes are tracked and managed – helps maintain forward momentum and ensure objectives are achieved.
  • When adopting modern management, product and/or service entitlements should be considered from a ‘best-in-class’ standpoint, rather than ‘best-in-breed.’
  • A documented, supported business case that defines the program’s benefits and value is required to avoid subjectivity and ensure program impact.
  • Windows 11: The transition to Windows 11 is the ‘on-ramp’ for modern management. The relationship between the two is very clear: modern management, modern devices, modern operating system, modern security and modern governance are all interrelated.
  • SCCM to Intune: Leveraging SCCM will continue, and as feature and functionality gains parity across SCCM and Intune, the cloud-first alternative will become the focus of modern management.
  • App store: As modern management is implemented, having a single source (or at least a highly limited source) for application acquisition, updates, compliance and security is highly desirable. The app store becomes a part of the overall governance model.
  • Autopilot: Some of the projects that aggregate up to modern management, such as Autopilot, have potential pre-requisites, so creating and embracing integrated project plans is essential for success.
  • Windows Hello: The point of including Windows Hello as a part of a migration to modern management is that, as a program, there will be elements that could become projects that, although not mission-critical to the overall program, could be part of the overall solution.
  • Artificial Intelligence: Modern management itself is impacted by AI, and as organizations decide what to include and not include as part of a modern management adoption, Artificial Intelligence represents not only a separate project, but an overall initiative for the organization. The governance and adoption of AI as a part of modern management requires that the project be incorporated into the overall program.
  • Security: Since modern management will drive changes in security, it must be an element in the overall program. Whether adjusting current security governance and toolsets or adopting new ones, security must be a separate project within the modern management program. Legacy security countermeasures need to be further addressed.

Implementing modern management as a program encourages due diligence and rigor in an integrated manner, driven by methodologies and priorities.

Since adopting a modern management program is likely a muti-year endeavor, a clear timeline will help in dealing with inevitable resourcing objections such as staffing, roles, and responsibilities. One of the critical initial steps is building a robust business plan, which will address the headcount and budgeting requirements by aligning costs to benefits in a specific time (ROI).