Program management: Different from project management. Michael Hanford. Published on May 1. Many enterprise IT organizations are tackling large, complex efforts. Typically these efforts involve several parallel. Consequently. many IT professionals are turning to the substantial body of. This discipline describes. This article considers five major aspects of program management. Governance: Defining roles and responsibilities. Management: Planning and administering both. Financial management: Implementation of specific. Infrastructure: The program office, technology. Planning: Activities that take place at multiple. The program plan is not a. We will take a closer look at each of these aspects, contrast them with. Program governance Program governance is the aspect of the discipline that creates both the. Strategically, it encompasses the. It also encompasses all the decision- making roles and. Projects are typically governed by a simple management structure. In fact, in some instances their outcomes determine. Figure 1 shows a sample governance structure for a complex program. View image at full size. Figure 1: Sample program. As we can see in Figure 1, unlike most projects, programs usually have a. As the program evolves, this governing. Defining the role and decision- making powers of the steering. Figure 1 also illustrates a typical program management structure, which is. Creating this structure involves. Good governance is critical to program success. A poorly articulated. Program management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. Project Management Competencies Competency Area PM 1.0: Project Conceptualization. Development of a concept, overall plan, and proposal for a successful NASA project. The Teacher Classroom Management program is a prevention program to strengthen teacher classroom management strategies, and promote children’s prosocial behavior. Program Management Articles. What’s a Strong PMO Model? And why does it seem that has been eliminated, mischaracterized or. Geospatial LoB Program Management Plan GEOSPATIAL LINE OF BUSINESS PROGRAM MANAGEMENT PLAN MARCH 24, 2008. Home; Activities; STUDENT ACTIVITIES. MC 101 496-7300 contact: [email protected]. Future Students Current. Learn basic guidelines for program planning and management in this topic from the Free Management Library. Program management. What is program management? Is it really management at all? To answer these questions, let's begin by looking at an accepted definition. Project management is the planning, organizing, directing, and. As a. corollary, it is safe to say that without the direction project management. Within a program, these same responsibilities (i. For example, at the bottom of the management hierarchy. Each manager carries out the management responsibilities we. At the middle of the hierarchy is the program manager/director,2 whose major responsibility is to ensure. IT. strategies. This involves setting and reviewing objectives, coordinating. This person spends more time and effort. Accountable to executive sponsors for schedule, budget, and. Leads high- level sessions for program plan and schedule. Reviews/approves project plans for conformance to program strategy. Acts as the communications conduit to executive sponsors and. Escalates decisions to executive sponsors as necessary. At the top of the program management hierarchy are the program sponsor(s). Their major responsibility is to own. IT. strategies, and to define the program's connection to the enterprise's. Their management activities. These individuals receive periodic summary reports and briefings on funding. Typically, they will focus on these reports only if. So, let's return to the questions we posed at the start of this section. What is program management? Is it really management at all? If you think of management activities strictly as those we defined for. And. at the top of the hierarchy, the executive leaders who set goals and. It also includes development and use of program- specific. Overall costs for programs are typically significantly greater than those. For example, projects that consume one to five man- years of. A program to upgrade and. The costs are greater not only because the program is larger, but also. In a project of the size we. The program costs would include labor (both. Enterprises have. Government agencies and regulated industries may also have. From an administrative point of view, the responsibilties associated with. Typically, the. office of the Chief Financial Officer (CFO) will be involved during the. The CFO's engagement will continue, with different responsibilities. The program office will typically. A best practice requires the CFO to fill this role with a. Early in the program, you should plan and conduct a checkpoint review of. Implementing the program's financial practices may require nothing more. However, in some instances. In any case, the skills required to create and ensure program- wide. To succeed, program financial management demands early and. CFO and his or her staff. Program. infrastructure. Infrastructure is a useful term to describe collections of roles. To understand the. Program Management Office, or PMO. Then we will look at requirements. Our discussion will focus. PMOs that support a single program - - one that will be. However, we should keep in. IT organizations, an Enterprise PMO is a. Program office management. Resources coordination. Budget administration and procurement. Risk assessment. Work products tracking and review. Facilities administration. Contracts administration. Technical support liaison. Training coordination. Methodology and process support. Issues management Communications management Status reporting management The PMO provides administrative and management support to the program. It also provides. The PMO involves many roles covering numerous areas and activities (see. In addition to serving the program manager/director, the staff. For. large, complex programs, the PMO helps establish and maintain appropriate. It also defines, plans, and completes. As an example, let's examine just one role in the PMO - - facilities. Whoever takes. on this role must identify, plan, and deliver all necessary facilities for. PMO. To do this, the facilities. Work with the PMO manager and program manager to define what should. Develop and gain approval for a facilities plan. Manage execution of the facilities plan and associated deliveries. Collaborate closely with the infrastructure and technical environment. Let's compare the value of this role within a project versus a program. For. a single, small project with a maximum of seven employees on the. The team members. But suppose you have a program for which mobilization will take four weeks. There is a need for twelve dedicated photocopiers, five. So if. the operation of these facilities is delayed by five days and the. Clearly. someone must . In truth, we could devote an entire article to the work performed by the. PMO - - and that office does not even cover every responsibility. For now. let us just say that the infrastructure the PMO provides enables all the. An individual project, especially a pioneering effort, may introduce new. The project manager may become involved in technical support. Typically, this will involve a small number of. IT staff. Periodic changes and/or. IT. staff, but these are typically defined and managed as separate. Program technical activities, in contrast, usually include large numbers. As managers identify and staff component projects. This effort might encompass creating a. This infrastructure effort should be treated as an internal program project. Managers should plan a well- defined, rapid, and brief. The effort should. If some tools will be new to. Managers should also consider how the infrastructure's hardware and tools. If they felt compelled to. IT. architecture, then supporting and maintaining new software applications. Managers should always carefully evaluate the potential. IT. architecture and resources (and perhaps future direction) before actually. Program planning For program planning, most managers will typically use a bottom- up approach. First, each project manager constructs a. Then, in the next planning iteration, managers identify connections and. Often this integration effort. The. managers' ability to continuously manage and adjust to inter- project. This ability. is also a major differentiator between the requirements of project. The program plan Once the individual project plans are integrated, it is time to initiate. What exactly is a program plan? American. Heritage Dictionary defines a plan as . First of all, in contrast to the planning for the program's projects, the. During this process, conflicts between projects may become. A goal of the digest effort is to produce. A program plan describing 1. You don't use the program plan to direct work and allocate resources. That. is the purpose of the individual project plans. It may be helpful to think. As component projects proceed and individual project plans record. This enables managers to assess the. For. example, if a client asks for additional functionality in a component that. In short, the program plan's integrated representation of significant. Managers use. it to verify that the program is moving in the right direction to meet. Conclusion In this article we have just begun to explore the differences between. We have seen that programs require. In general, program efforts have a larger scale and impact than most. The outcome(s) of a program effort can have a significant. These efforts can also consume. For example, although the US space program of the 1. American economy, it cost taxpayers tens of billions of. Funding for this. Program efforts, with their large staffs, typically develop greater. This momentum helps programs accomplish. Lack of vision, changes in vision, and. Fortunately, applying sound techniques and practices specific to program. For. enterprise- scale work efforts, these practices can enable an organization. John Wiley. & Sons, 1. Notes. 1 Deborah Kezsbom, et al., Dynamic Project Management.
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