The recognized disciplines of operational or functional management address this type of work; therefore, the standard does not apply to these programs. Alternatively, some organizations refer to large projects as programs. If a large project is split into multiple related projects with explicit management of the benefits, then the effort becomes a program, and then that standard applies.
Exhibit 1 illustrates the relationships among portfolios, programs and projects. The portfolio represents the organization's set of active programs, projects, sub-portfolios, and other work at a specific point in time.
Programs, like projects, are a means of achieving organizational goals and objectives, often in the context of a strategic plan. Although a group of projects within a program can have discrete benefits, they often also contribute to a common set of benefits as defined by the program. Managing multiple projects via a program may optimize schedules across the program, deliver incremental benefits, as well as enable staffing to be optimized in the context of the overall program's needs.
Projects may be interdependent because of the collective capability they deliver, or they may share a common attribute such as client, customer, vendor, technology or resource. Program management focuses on these project interdependencies and determines the optimal pacing for the program. This enables appropriate planning and scheduling of the projects within the program.
In essence, all of these considerations of strategic benefits, coordinated planning, shared resources and optimized pacing contribute to determining whether multiple projects should be managed as a program.
Organizations initiate programs to deliver benefits and accomplish agreed outcomes that often affect the entire organization. The program organization must take this into account and balance stakeholder expectations, requirements, resources and timing conflicts across competing projects. There are three broad management themes that are key to the success of a program:. Benefits Management - Program benefits management assesses the value and organizational impact of the program, identifies the interdependencies of benefits being delivered among various projects within the program, ensures that targeted benefits are realistic, analyzes the potential impact of planned program changes on benefits outcome and assigns responsibilities and accountability for the actual benefits realization resulting from the program.
Stakeholder Management - Program stakeholder management identifies how the program will affect stakeholders e. Program stakeholder management extends beyond project stakeholder management to consider additional levels of stakeholders and broader interdependencies among projects. Program Governance - Program governance is concerned with providing control of the organization's investment as well as monitoring the delivery of benefits as the program progresses.
This control is achieved via monitoring progress reports and reviews at each of the different phases in the program's life cycle. These reviews are an opportunity for senior management or their representatives to assess the performance of the program before allowing the program to move to the next phase or before the initiation of another project. There are five program management process groups required for any program.
In practice, within the program, these process groups are not linear, can overlap and are sometimes iterative. Interaction occurs both within a process group and between process groups.
As with projects, these process groups do not bear any direct relationship to phases of a program's life cycle. In fact, one or more processes from each group will normally be executed at least once in every phase of a program life cycle. The five process groups are:. Followed by PMP Certification course, you can also go through some frequently asked Project Manager Interview Questions tutorial so that you can be interview ready. In this article, you will learn the following topics in detail: - What is a project management plan?
Next Article. Recommended Resources. PMP Certification in Bangalore. PMP Certification in Charlotte. PMP Certification in Dubai. PMP Certification in Delhi. PMP Certification in Cairo. PMP Certification in Pune. PMP Certification in Manila. View Details. Notify me of new posts by email. Previous Next. The PMP includes the following key sections and topics: Program overview and strategy includes program definition and scope Program dependencies and constraints Benefits Realization plan and management Program roadmap Program governance although in some cases the program governance plan is documented separately Organizational structure Program planning processes Program control processes Program execution processes component and project management, schedule management, communications management , procurement management, etc.
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