Tareq A. Al BehairiProject Management Consultant| Independent Consultants and TrainerGcc, Kuwait
Hi Distinguished members,
Many qualified project managers have learned the required skills to manage their projects individually for achieving number of discrete objectives, but both of project and program managers still need to recognize the basic differences between the project management and program management. some of significant mistakes that could occur in managing programs due to our tendency to managing a group of related projects as one big project and miss evaluate , consider and managing the relations among the program components. Which suggests that it requires to cultivate and resettlement PMI program management culture through several practices, including, for example:
1. Realizing the basic differences between the project management and program management .
2. Understanding the role and responsibilities of the program manager.
3. Understanding that the interdependencies management processes among the program components is essential for success.
5.managing the cost,time,scope and quality changes within a shared governance structure.
6. Avoid putting the shared things (i.e common funding ,technology,stakeholders or resources ) over the Interdependencies .
7.Tracking the benefits contribution of each project is a key factor behind going to manage a group of related projects as program.
Dear Distinguished members,
Do you see that there are more for program management cultivation within our culture ? Saving Changes...
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Bruce Wilkinson MBA, PMPExpert Project Manager / Trustworthy Executive Assistant / Business Coach| goBRUCE Business ServicesCuenca, Azuay, Ecuador
There was another post on this site that seemed to suggest that in at least one enterprise, the Program Management Office had introduced increased redundancies, inefficiencies, and had reduced agility among the different projects. I think you are wise to carefully consider the Program Management Culture in this regard. While the Program Management Office has many responsibilities within the enterprise, it will never create value if the efficiency of the various projects within its purview is reduced rather than enhanced. So you might add something like this to your list:
8. Cultivate the understanding that the Program Management Office’s project-facing role is largely to assist, empower, and enhance the success of the individual projects. Stated another way, be careful that the increased overhead is not restricting the ability of the various project teams to succeed. Saving Changes...
Program Management Culture needs to be cultivated with the increasing awareness ad understanding about program management in organizations. I agree with the suggested practices but before we can take anyone of tem up for practice, we need to have acceptance we have resumed about program management. We have to make a business case for this and get the majority of stakeholders on our side. Saving Changes...
Bruce Wilkinson MBA, PMPExpert Project Manager / Trustworthy Executive Assistant / Business Coach| goBRUCE Business ServicesCuenca, Azuay, Ecuador
Suhail makes a very good point. I sometimes wonder if small/medium enterprises jump into creating a Program Management Office with both feet before a solid business case is made. If such due diligence was done, it may indicate that it is not time yet, and effort put into the PMO ultimately represents lost opportunity cost. Saving Changes...
Clearly defined requirements for Program management play an important role in success of program. Project Manager should have all freedom and resources available to execute the project and Program office should be helping in achieving the goals. No roads should cross each other at any point. Saving Changes...
Tareq A. Al BehairiProject Management Consultant| Independent Consultants and TrainerGcc, Kuwait
Hi Mr. Wilkinson Mr.Iqbal,
Thanks for your valuable contributions. Indeed the Program Management Office should come into the play and perhaps it burdens the major role to settle the program management cultural inside the organizations and among the project managers .This role can start at the early PMO''s set up stage by defining project support office ( PSO),functions and centers of excellence for critical technical knowledge that will be shared by multiple projects. This role also should be consistent with identifying standard methods and procedure for project execution, reporting and management ,all these tasks may be coordinated with a PSO which refers to administrative supportive function mainly operational wise for managers of projects In case of presence of PSO ,the relationship between PMO and PSO governance should be clearly identified in order to help putting all the levels on the same cultural page. Moreover, in the portfolio case, how well the programs and projects support the business goals and objectives of the organization depends on how well cultivating such this culture in proper ways. Saving Changes...
Tareq A. Al BehairiProject Management Consultant| Independent Consultants and TrainerGcc, Kuwait
Hi Mr. Wilkinson Mr.Iqbal,
Thanks for your valuable contributions. Indeed the Program Management Office should come into the play and perhaps it burdens the major role to settle the program management cultural inside the organizations and among the project managers .This role can start at the early PMO''s set up stage by defining project support office ( PSO),functions and centers of excellence for critical technical knowledge that will be shared by multiple projects. This role also should be consistent with identifying standard methods and procedure for project execution, reporting and management ,all these tasks may be coordinated with a PSO which refers to administrative supportive function mainly operational wise for managers of projects In case of presence of PSO ,the relationship between PMO and PSO governance should be clearly identified in order to help putting all the levels on the same cultural page. Moreover, in the portfolio case, how well the programs and projects support the business goals and objectives of the organization depends on how well cultivating such this culture in proper ways. Saving Changes...
Bringing common projects of strategic importance together and distinguish them from other groups of projects or projects. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The first problem is: if you read the PMI´s program management standard it has no consistence or big difference from the project management standard. So, if somebody try to follow the PMI´s standards is logical that she/he is going to be confused. What you are missing @Tareq is a critical point in the program management role (sorry if I misunderstood your statement): evaluate the organizational architecture and strategy. Saving Changes...
Priya PatraDelivery Director| Capgemini India Technology Services LtdMumbai, India
@Tareeq, not sure if i understood point 6
6. Avoid putting the shared things (i.e common funding ,technology,stakeholders or resources ) over the Interdependence .
Are we saying that we should not misunderstand sharing as interdependency ?
But I agree with most of the points discussed here, overall I think projects - grouped to programs or portfolios should be aligned to the organizational strategy and most important stakeholder buy in towards the program. Saving Changes...
C Joseph NowerSenior Business Analyst| Hennings and Nower LLCDecatur, In, United States
Program management needs to be carefully thought out before a company implements the concept. Often there is no value added by the extra layer of complexity other than to make presentations to senior management. In my opinion, most mid-market companies do not gain value from programs. Where it is most effective is when numerous projects tied to specific business goals are wrapped under one organization. Often the cross functional dialog and flexibility is impacted and the organization would be better off without programs. Saving Changes...
