Managing Quality in a Program Management Plan (Part 1)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  Program Management   Quality  

Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria for measurement across multiple interrelated projects. There must be some way for a program manager to provide valuable guidance to project managers in this situation. A program management plan with a quality management section can fit the bill. Quality is difficult enough to manage successfully, but in the context of a program, some special techniques can be used to manage the complexity.

In my previous article “Managing the Program: The Importance of Lifecycle Management”, a particular program was described where three projects were defined to establish a new product for an enterprise. This product will be called Product N. The projects defined are:

• Project 1: Integrating new vendor platform to provide customer access to purchase and obtain support for Product N
• Project 2
  • Work stream A: Hiring and training new workers to sell Product N in contact center
  • Work stream B: Development of Business Policies and Procedures Related to Selling Product
• Project 3: New product marketing campaign

Each of the projects must be completed before the product can "go live", but each project has different stakeholders, different budgets, different project managers, different start …

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