For a project, I manage cross-functional teams consisting of Account Manager, Product Managers, Engineering, , Legal, QA , Architects, Helpdesk, Customer Supports and responsible to drive project.
Similarly I manage multiple projects of different customers.My organization qualifies such nature of job as Program Management though projects are not interrelated with each other.
Does such practice exist in other organisation around the world Saving Changes...
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Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
All the time, Sharath. Just because something is not recognized doesn't mean it's not being done. Saving Changes...
There's a significant difference between managing multiple projects concurrently and managing a true program (a set of integrated projects leading to a higher or more strategic business outcome), but as we know, nomenclature varies widely within the profession.
Technically not. But as it works in the industry sometimes you may end up being program manager. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
PMBOK's definition of Portfolio will more likely be suitable
Portfolio Management is a combination of projects or programs, grouped to ensure effective management to meet strategic business objectives. In this case your company may have a specific strategic business objectives to increase sales and capture XYZ Market but may be offering different products to different customers and hence different projects .
But they have grouped these projects as one and given them to you to manage.
You would technically be a portfolio manager in this scenario. Saving Changes...
Yes sounds like portfolio management. Saving Changes...
Anonymous
My opinion closely matches Kiron
First, you can call it project management, program management, portfolio management or anything your like - what you call something is up to the organizational preferences as long as they define it.
However, if we want to talk from a professional practice perspective that we can translate to other organizations ---- AND ---- for you to find resources to help you manage, then the situation you described is NOT program or portfolio management. Sure, there are common aspects and you can use some of the principles from program & portfolio management but not a match.
What you have is purely a situation of managing multiple projects --- so it is project management. The added complexity is the "multiple" so you have to put extra focus on your planning, scheduling, and resource allocations in order not to get into conflicts.
Thank you so much for sharing different perspective. The reason behind my question is because I see many job opportunities that describe roles and responsibilities similar to my current role and don't specify clearly about integrated projects aspect.
I'm interested to appear for PMI- Program Manager Certification but guess I wouldn't meet criteria if I continue with present role. Saving Changes...
Cory AlspachProject Management Consultant| NTT DataOwensville, Mo, United States
I think its common that if you oversee multiple projects you are a Program Manager. it doesn't always fit the textbook definition, but if they are all for the same company, then they are related, at least in the fact that they further the agenda of the business. Saving Changes...
Tim PodestaDirector of PM/PMO| Former BP- now IndependentPenn, Bucks, United Kingdom
i would expect a program manager to be managing related projects which support an overall goal. Saving Changes...
I have asked this question due to the fact after seeing the job description from company such as Amazon
While I spoke to concerned person in such role, they are not managing interrelated projects but probably meeting strategic objective increase market share on specific area etc
"As a Senior Technical Program Manager, you will engage with an experienced cross-disciplinary staff to conceive and design innovative consumer products. In this role, you will:
• Work with key stakeholders in product management and executive teams to define strategy and requirements
• Lead cross-functional development on new technology from design through delivery
• Work with remote teams to deliver supporting software and services in sync with launch timelines
• Communicate regularly with senior management on status, risks and change control" Saving Changes...
