Having read the definition of Program Management versus Project Management, I'm left wanting. Program Management, to me, is far more then managing a group of related Projects. To me, Program Management starts with a clear definition of business requirements at a strategic level and from there develops into a roadmap, or Program, as to how best satisfy the business needs. The business needs should be framed in the context of a "Standard Business Model" or high level roadmap, that clearly articulates how each Program and the Projects within each Program connect . To do otherwise is to have a group of well run (hopefully) Projects that might satisfy Project measurement criteria but might not fit within the strategic roadmap. There's nothing worse then delivering the wrong thing and delivering it well. Saving Changes...
Jack BlackChief Project Officer| PMConnectionJackson, Oh, United States
You might find this page interesting:
Project vs Program vs Portfolio; Processes, Tools and Certifications
http://tinyurl.com/22fvrp Saving Changes...
Andrew SparksSenior Practice Director| OracleEindhoven, Netherlands
One thing is clear - we struggle with aligning the "technical" definitions of projects and programs with language business people understand.
I often use a metaphor of aircraft and airports to explain.
