Program Management
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The document discusses the differences between program management and project management. It states that program management involves managing multiple related projects to improve organizational performance, while being related to systems engineering. Key differences outlined include that programs have broader scope, focus on business objectives over technical tasks, involve governance, financial management, and executive-level change management. Project management focuses more on individual project content, scope, schedule, resources, and risk management. The document provides examples of responsibilities for program and project managers.
Program Management
- 2. - “Program management is the process of managing several related projects, often with the intention of improving an organization’s performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering.”
- 3. What is difference between project and program A lot of project managers look up to program managers and aspire to be in their shoes one day. In order to be able to get to that level, project managers, as well as their organizations, must clearly understand the general responsibilities that are expected from each role, organizations can then communicate them to their employees, allowing them to train themselves and set goals accordingly.
- 4. Program Include A single product or deliverable Many product deliverables Usually focuses on business objectives and delivering value Benefit management
- 5. What is Program Management ? “A program is something which delivers a massive piece of functionality. Within this program will be a large number of individual projects each of which will deliver a specific piece of the functionality. When all these projects have delivered , all their pieces will make the big deliverable.”
- 6. What is project management ? Project management is the application of knowledge, skills tools and techniques to project activities, to meet project requirements. project managers are responsible for the project , the project team , and the outcomes the team is working on……
- 7. Project include A sequence of tasks Defined outcomes, and deliverables Defined beginning, end schedule, and approach Planned budgets Resource specifically allocated to the work Organized approach
- 8. Program Manager vs. Project Management Program Managers • Focus on context • Manage portfolio • Focus of people, politics and negotiating • Perform more strategic tasks • Handle change management (program & Environmental change) • Deal with business strategies and objectives • Are responsible for maximizing ROI and value delivery Project Managers • Focus on content • Manage projects • Focus on scope , schedules , resources • Perform more technical tasks • Handle risk management • Deal with project requirements • Are responsible for ensuring projects get completed on time, within budget Note : even though there are many similarities between the project manager & program manger roles, being able to tell what sets them apart can help companies be more productive and deliver better results …
- 9. Critical deference between program mgmt vs. project mgmt. Program are going , projects end Program are tied to the organization's financial calendar Program management is governance intensive Program have greater scope of financial management Program change management is an executive leadership capability
- 10. Program are going , projects end Program usually span a far greater duration than a project. This might seem like an arbitrary difference. However , managing a program involves long team strategic planning that’s not required of a project The ongoing nature of program also means that they engage in continuous process improvement.
- 11. Programs are tied to the organization’s financial calendar …. Program managers are often responsible for delivering result tied to the organization’s financial calendar. Project run on project time. A project manager isn’t responsible for delivering quarterly result. … Program manager are often driven by quarterly results as with the rest of the business. ….
- 12. Program management is governance intensive program are typically governed by a senior level board that provides direction, oversight, and control, program managers must be able to influence at this level. They must also facilitate resolution of disagreements between executives…. the program manager must ensure that the governance board provides achievable objectives for the program and must deliver to these objectives… project may have a similar governance structure. They tend to be less governance – intensive.
- 13. Program have greater scope of financial management Project typically have a straight – forward budget, project financial management is focused on spending to budget…. program managers may be responsible for revenue and costs that are critical to an organization's financial results. Budget planning. Management and control is significantly more complex in the context of a program …
- 14. Program change management is an executive leadership capability project employ a formal change management process… program change is more difficult to manage. Program are driven by an organization ‘s strategy. They are subject to market conditions and changing business goals all the program level change management requires executives leadership skills
- 15. Program management knowledge area Program management knowledge area Time manage ment Cost manage ment Quality manage ment Human resource manage ment Commu nication manage ment Procure ment manage ment Risk manage ment Stakehol der manage ment Integrati on manage ment Score manage ment
- 16. Project management expertise Project management expertise Planning and requirement definition Design Development and testing Implementati on Operations, turning and maintenance
- 17. Program management office Initiate Plan Control Close
- 18. Initiate Identify project candidates Define project requirements and stakeholders Develop benefit and cost estimates Select projects for funding
- 19. Plan Develop detailed scope definitions Define time and resource estimates Develop project work plans Complete project charters Validate budget with project work plans
- 20. Control Monitor project work plans Monitor project status and budget Conduct project reviews Overseas change control procedures Report on project performance and risks
- 21. Close Develop and execute transition plans Document lessons learned Achieve project records Decommission management and execution teams
- 23. Larger and Smaller Cycles
- 24. Project management some disadvantage Over Head Cost Over Head Communication Over Head Time Over Head Obsession Methodology obsession Process obsession Stakeholder obsession Non – Creativity Technical non – creativity Managerial non – creativity
- 25. Benefits of Project Managements Better efficiency and delivering service Improved / increased / enhanced customer satisfaction Enhanced effectiveness in delivering services Improve growth and development within your team Grater standing and competitive edge Opportunities to expand your services Better flexibility Increased risk Increase in quality
- 26. Thank you !