Program management bridges the gap between corporate strategy and projects. But how does it differ from project management? Simply stated, are program managers really just senior project managers? Or is it something more?
Organizations consistently fail to recognize the importance of real program management, and they suffer as a result. A program is not just a tool to group projects, and it’s being isolated with no real understanding among organizations on how to generate value from it as a discipline in its own right.
Many project managers are expanding the scope of their skills into program management, which offers career advancement and new opportunities in a competitive job market. Here, a certified PMP explains how he has benefited from a U.K.-based program management credential, and why he chose it instead of the PgMP certification offered by PMI.
One way to ease the inevitable change in your organization is to employ the principles of program management and architecture. This first of a two-part series will outline how to do just that.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A Program Management Plan with a quality management section can fit the bill. In the concluding installment, we look at how you can guide this complexity.
Organizations have a way to go in their awareness and ability to organize work as programs. So the onus is on us to help them. In the process, we step up our game as practitioners by not trying to force a square peg of work into the round hole of project management.
Americans are unhappy with a lack of transparency and accountability on federal government programs, but federal managers say real improvement will require better standardized systems to collect and share data.
Agile methods assume the best in people, from their knowledge and capabilities to their desire to collaborate in search of the best solution. It also assumes that developers and customers grasp the big picture. Unfortunately this is seldom the case, and why it is so vital that a project manager facilitate structured communication between the team and stakeholders to evaluate specific changes against broader objectives. It’s a fine line.
If you want to be a successful project manager, you need to think and work like a program manager. Why? The key to successful project management and project management office implementation lies within program management itself.
One of the best ways to make sure your agile program is successful is to think about how to make everything “smaller” to better manage potential risk. Here are six tips for making your large efforts “smaller” to achieve maximum benefit from your agile programs and to help them maintain progress.
When discussing the ins and outs of program management, you are likely to encounter a variety of opinions. The nature of the program should drive how the program is managed–and by whom. If the wrong model is applied, there is likely to be an organizational disconnect followed by dismal results. Consider these differences between project-centric and process/event-centric views of programs…
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
The Agile mindset can be applied to activities beyond IT and product development, but it will require important critical changes to program management methods. The biggest transition is not in reengineering processes but in a management approach that involves different expectations, working relationships, incentives, metrics and reviews.
Agile approaches help manage risk for projects. Is it possible to scale agile approaches to programs? Yes, and there are four areas to consider: backlog management, product architecture, managing risks across the program and explaining program state.
What constitutes a “program” in the business world today? Hands-on program management requires managing inter-connectedness to the extreme. Here’s how it differs from project management, with a real world example.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A program management plan with a quality management section can fit the bill.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 2, we focus on our roles in an ever-changing organizational landscape.
Here the author shares thoughts about how projects and programs are often delivered—focusing on some considerations for improving outcomes—and comments about what we as leaders who oversee organizational initiatives can do to be more effective.
Great news for PMI chapters desiring to better serve military personnel and veterans! In July of 2016, local Project Management Institute (PMI) chapters are receiving materials to assist military service members and veterans in their personal transition to commercial project management.
Our webinar North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management was so successful, the presenters ran out of time to answer all of the questions. Here, Lawrence Suda continues the conversation.
Program management is a relatively young discipline within the project management profession. That means there are fewer tools and techniques to address the challenges of program risk. At the same time, the larger responsibilities of program managers mean greater disruption from risk events. Consider the following findings about the state of program management…
The program manager must be involved in early planning in order to define lifecycle management for the program. Details of the initiative, the maturity and culture of the organization all come into play when researching how projects may be defined and cross-project dependencies identified.
Establishing a project management program in an organization where project management has not been practiced can be a daunting challenge. There are many methods that can be utilized to create success, but first, the basics need to be identified.
Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.
This paper describes the current situation in Kazakhstan regarding applying project management tools and techniques, both in the sphere of public administration and business. The author suggests the PMO model as a competence center for realizing projects within Kazakhstan and other developing countries.
The program manager must be involved in early planning in order to define lifecycle management for the program. Details of the initiative–including the maturity and culture of the organization–all come into play when researching how projects may be defined and cross-project dependencies identified.
With the imminent retirement of seasoned PMs, valuable insight will exit as well. It is all but assured that quality will be negatively impacted. The only questions that remain are how big of an impact will we see–and what can we do to promote knowledge transfer and mitigate this risk to the overall quality of our programs and projects.
How to Choose a Debt Management Program. If your finances have taken a turn for the worse and you find yourself drowning in debt, a debt management program may help you keep your head above water. These programs, also known as debt…
Ethics Management Programs are designed by an organisation or an employer as an attempt to have formalised structures for ensuring the organisation is perceived as fair, honest and responsible.
This article discusses the positives and negatives of attending the executive management programs that are being offered by many business schools in Asian countries. The key theme in this article is that aspiring managers and attendees of these executive programs must be realistic about their chances when they enroll for the programs.
This article establishes the basic framework for understanding the importance of various models/approaches in the implementation of change management interventions in an organization, depending on the context or the situation. It further describes the difference between the strategies of change and the models of change, in terms of their objectives and key focus.
This article discusses the trend of working professionals enrolling in executive management programs and part time management programs. The key themes in this article are that it would be better for prospective entrants to perform a SWOT Analysis and a cost benefit analysis as well as doing their due diligence on the institutes offering such programs.
Outsourcing or contracting out non-core services may deliver good results and substantial benefits to the organization. Nowadays, many company employ external sources and utilize their specialized services.
This article discusses the advantages and disadvantages of enrolling in a niche program like the postgraduate programs in systems that are offered by many leading business schools. The article also discusses the advantages and disadvantages of graduating from an institute that is known for particular niches.
Many organizations, while accustomed to the demands of managing individual projects, are ill-equipped to handle the complexity of larger-scale programs. Here are 10 essential elements of program management.
Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.
When project managers work on an initiative that forms part of a program, there is a new dynamic to consider–the relationship with program management. How do we ensure those relationships are effective?
University of Management and Technology and the Project Management Institute’s IT and Telecommunications Specific Interest Group will offer a scholarship twice a year to qualified IT & Telecom SIG members.
How mature is your organization, and how mature does it need to be? There are many ways to define maturity. Here is an overview of the major maturity models and how they might relate to the projects, programs and portfolios that you’re working with.
Just what we all need: more BS in our work lives. Basically Semantics, that is! Program Management and Project Management, Quality Assurance and Quality Control…it’s all enough to make your head spin. Here’s a crash course to help you stay atop the definition debate.
This article examines the processes of mergers and acquisitions, with a focus on programs and projects for the integration of the companies. It analyzes the main reasons for success and failure and considers the mistakes to be avoided, within the context of the concepts and processes for managing projects and programs of A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Fourth Edition, as well as on the basis of reports and experiences of companies that have experienced complex integrations. Project managers are challenged to deal with issues such as cultural influence, strategy, planning of the integration, and especially the management of people, as crucial elements to the success of these projects.
Project managers can facilitate benefits realization and–more strategically–the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and–by extension–program and project delivery.
Examining how New York City is preparing for and protecting itself from a major coastal storm provides valuable insights all PMs can learn from. Find out how the training program was forged, more about its expectations and scope–and the program’s far-reaching applications.
Organizational risk management requires alignment across all levels of execution, including project, programs, portfolios and the PMO. This includes consistent reporting and approval processes as well as a culture that facilitates communication among team members, senior executives and stakeholders.
While the intangible value of employee training may be clear to the workforce management types, it has to make good business sense. Otherwise, let’s face it, it’s just not worth doing. Here’s how to get to the bottom line on training programs.
Does your organization have formal program management processes in place to manage multiple projects with the same strategic objectives? If not, you’re probably dealing with a number of challenges on the resource, risk and quality fronts. Here are some appropriate solutions for problems that exist in organizations without strong program office controls.
When it’s time to name a new program manager, do you find a candidate among your project management ranks or do you look outside your organization? Not every project manager will make an effective program manager, and not all of them will want to pursue that career path. In this article, five professionals reveal how to identify those who can trade the tactical work of managing projects for the strategic mindset essential for successful program management.
In the project management context, knowledge management and transfer are essential. Effective KM practices increase the business value of consultants to organizations. Change management programs are improved when they are supported with knowledge transfer. Finally, we will see that knowledge management activities are a hallmark of many top-performing organizations.
Poor request management will get your project off to a bad start from which it may never recover. Here are four recurring request management issues that derail project, program and portfolio effectiveness, from the gathering to prioritizing and tracking of them. How many sound familiar?
Multidimensional project control systems, which integrate the critical to quality metrics of the project quality management, risk management, and program integration requirements into the earned value management system, delivers capability for the enterprise project team(s) in measuring the performance-based earned value of the project deliverables.
Commitment to quality and implementation of programs aimed at process improvement are becoming focal points to increase overall performance. The incorporation of total quality management (TQM), a leading management philosophy, with strategic planning is natural and inevitable.
If you’re new to agile, you might think that the only planning you need to do is for an iteration. But many projects require different levels of planning–especially larger projects and programs–and you may need to plan at various levels. Find out what they are by reading on…
Program management–with its emphasis on clear goals and objectives, leadership and communication, and benefits management coupled with integration and governance–is a powerful framework for keeping ever-threatening chaos at bay.
Marketing is one of the most studied and analyzed fields of knowledge in the corporate world; therefore, its techniques and tools should be considered and applied to the environment of project management. This article analyzes the main concepts of marketing in the phases of a project or program, the key stakeholders and elements of marketing in a project, and also looks at an example of the positive use of marketing in Brazil’s Olympic bid.
Many complex information technology (IT) projects are executed in a matrix environment. The major challenge with this type of team structure is having an amicable and effective relationship with clear lines of responsibilities, open communications, and accountabilities. This article proposes a working model that can help the program manager achieve the desired objectives from all of the teams.
Project management has taken another step forward with the U.S. Federal Government’s passage of the Program Management Improvement and Accountability Act (PMIAA). Learn how this can directly benefit many project managers and their projects.
When one PM was asked to list the key requirements for a PMIS that would enable it to better support project and organizational effectiveness, he thought about past project, portfolio and program management experiences. The result? A “dream list” of features for a PMIS to support large, traditionally managed projects…a list that was surprisingly agile.
Traditionally, project management processes and expertise in health care have rested in the areas of facilities management and development and/or Information Technology implementation. Although many of those in leadership roles within health care operations have spent a significant amount of time implementing new programs and introducing new equipment, for example, solid project management practices have not been known and/or utilized in areas other than facilities and IT.
We need to be clear about what we are talking about in the context of alignment. And we need to be clear about what alignment actually gives us in the context of portfolio management. In other words, just what is the problem we are trying to solve here?
Problem solving, creativity, analytic thinking, collaboration, communication, ethics, action and accountability…what better way to teach children these 21st century skills than through project management?
Wasting time and money should not be dismissed as the cost of doing business on engineering programs. This article discusses how the Project Management Institute (PMI) and the International Council on Systems Engineering (INCOSE) worked with experts from the Massachusetts Institute of Technology (MIT) to find best practices for delivering successful programs.
In a study called Lean Enablers for Managing Engineering Programs, these organizations collaborated across three domains of management wisdom: lean management, systems engineering, and program management.
The project workflow framework enables even the inexperienced project manager to use detailed step-by-step guidance, examples, tools and practical advice, freeing experienced project managers to manage programs and portfolios and promoting better use of project resources to reduce the cost of projects across all industries.
The PMP–a valuable program in demonstrating theoretical knowledge–should be the starting point, not the finish line. The next step in certification must be the demonstration of competence. How can a certification program work that truly meshes knowledge, competency and skill?
Being productive in today’s business environment means continuously doing more with less. The next generation of savings and productivity lies in the collaboration of larger, more diverse teams to share ideas and implement new process improvements. The author explains how he put together the right team for a “cost-cutting treasure hunt,” leveraging good program management practices to increase its chance of success.
This article provides a view of an approach that can assist in setting up PMOs for a large project initiative from a vendor organization’s perspective. Although, in a generic context, PMOs can mean project, program, or portfolio management offices, in the context of this article, PMO is viewed as a project management office and does not refer to program or portfolio management office.
Our writer was approached by the head of a PMO who was launching a major new program–a huge initiative that would consume more than half of the project management capacity of the organization for the next three years. If it sounds like a project manager allocation nightmare, it is.
The program stands in the middle of organizational risk management, executing down through projects and considering impacts up to the portfolio. Here are key factors when determining if risk management should be “downloaded” to the project level or “uploaded” to the program level.
A solid business case, a well-thought-out plan and fit-for-purpose business requirements are important. But what about “all the little things” that we do each and every day, things that–when added together–help create the recipe for successful projects and programs?