The best of B2C in your inbox every Monday Sign up now. Toggle navigation Business 2 Community. Twitter Facebook LinkedIn Flipboard 0. Program management is something similar, yet very different. What is Program Management? In such cases, you group the projects together as a program. Thus, program management is: Grouping together related projects as a program, and Using specific management techniques, knowledge and skills to manage the program.
Program Manager vs. Project Manager A program is made up of several projects. Program Management is More Strategic A strategic goal will have several smaller tactical goals attached to it.
You now know the differences between program and project management. Program Management Benefits The obvious question now is: why even bother with program management? A few reasons why: 1. This flexibility and adaptability is one of the core benefits of program management. Manage Project Interdependencies Better The success of one project often depends on the success of another.
What happens to the marketing campaign if the website goes down due to lack of IT resources? Would it not be better if you could share resources across the two projects? More importantly, you get insight into the timeline for different resources. This is where the BCM comes in. Coordinating resources across all project teams and allocating funds as necessary.
Managing risk and taking corrective measures to resolve issues Managing communication across all stakeholders, third-party contributors and project leaders Maintaining the program documentation, including all plans, timelines and briefs. For most programs however, the above four roles will be sufficient. The roles in program management tell you how programs work. Program Management Lifecycle A typical program management lifecycle goes through five distinct stages: Initiation: In this stage, senior stakeholders and sponsors identify opportunities for change.
In most cases, the opportunity must be substantial enough to warrant a separate program. Definition: Post initiation, the program is defined and documented.
This is where the stakeholders make a business case for the program and document everything required to make it a success. This will guide the rest of the program from start-up to completion. At this point, all the people in the program management team are identified and handed their responsibilities. Management: The longest stage covering the actual execution of the program and all its constituent projects. Notify me of follow-up comments by email.
Notify me of new posts by email. Previous Next. Projects will raise risks and on occasion they will be material enough to escalate to the Program Manager. The Program Manager will play a role in managing escalations however the primary focus is assessing risks that could impact the whole program.
While most projects will have 5 or more phases in a lifecycle, the Program Manager really only needs to manage three: Program Initiation, Benefits or Value Delivery and Closure.
Ideally a program is a reporting layer therefore the Program Manager does not have resources or costs attributed to the Program itself. Possibly one of the most critical processes for a Program Manager, this will mainly focused on inter-dependencies between projects or even with external events such as operational dates.
The role of the Program Manager should also be considered in Agile projects however it is important to avoid overlapping responsibilities with Product Managers or Product Owners. In Scaled Agile for example, the Program Manager and Portfolio Manager role might look the same with only one being necessary depending on the number of initiatives to coordinate.
The Program Manager role in Agile is effectively the same as has already been described with the focus on coordination of multiple teams and initiatives. However in Agile, instead of programs being formed first adding projects over time it would be more common to see stand alone Agile projects scale by adding more project and more teams prior to a program being considered.
Alignment to common goals and maintaining strategic direction for projects becomes more difficult in a multi-team Agile environment and the formation of a program of work, run by a Program Manager may prove useful to organise and ensure all work can be linked to a strategic commitment.
In some organisations, depending on how scaled Agile is, Programs may be a hybrid of traditional and Agile. The Program Manager can align the multiple methodologies into a single reporting and governance framework which allows for simple reporting of progress to stakeholders. It reflects the developing profession, recognising project-based working at all levels, and across all sectors for influencers, decision makers, project professionals and their teams.
The seventh edition continues in the spirit of previous editions, collaborating with the project community to create a foundation for the successful delivery of projects, programmes and portfolios. APM Body of Knowledge. View in bookshop. The programme management SIG is focused on the delivery of change within an organisation or environment. A good place to start is to visit our careers section ; this provides you with the tools and resources to begin your project management journey.
APM Careers. Search APM. Home Resources What is project management? What is programme management? Definition Programme management is the coordinated management of projects and business-as-usual activities to achieve beneficial change. Delivering programme change Programmes are often defined as delivering change and would typically incorporate the full utilisation of benefits to satisfy the business case.
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