In a program we deal multiple of projects with different variations, timelines & resources, constraints.We need to achieve objective of program which is linked with each other projects.How do we measure that we are moving as per strategic objectives? Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
What I will say it is obvious but the program, all that must be taken into account for the program, is the sum of each of the projects. That´s all. Just one comment: most of the people confuse project objectives with program objectives. That is critical to understand because are not the same. Saving Changes...
One addendum to Sergio's feedback is depending on what is being measured you may need to also consider the overhead "layer" for the program itself which is not directly attributable to a given component project. For example, the cost of the program office.
I think if you have 5 projects in one program, one Project is losing money and four Projects making money then your overall objective of the program is achieved, you can monitor each project and combine all KPI in one sheet to have a bird view to the whole picture. Also like Kiron mentioned about the overhead expenses that must be considered as part of fix charges of the program and then you have variable cost to determine your break even point. Saving Changes...
Since the program is the sum of the projects and itself it need to be evaluated globally. That doesn't prevent from having a scoreboard that show all the project with some key performance index for example. Saving Changes...
Thanks everyone: It is obvious that integrating multiple projects in a program give us the program objective.I just need to give my observation on many programs that Program managers could not hold all the projects in grip which causes effect on overall program.
Program Managers need to identify KPIs of the program in consultation with team in continuation with responsibility matrix and clearly identified the roles of the multiple projects and outcome desired from each stakeholder.
These dashboard, tools & techniques and continous monitoring of program will help program managers in measuring & controlling the projects and taking proactive decisions on it.
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1 reply by Kiron Bondale
Mar 07, 2018 8:35 AM
Kiron Bondale
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This sounds like a combination of failure of project management on some of the individual projects and integration management on the part of the Program Manager. A Program Manager should be monitoring the progress of each project using objective metrics such as EVM but also keeping an eye on the project issue logs and risk registers to identify looming program-level problems.
Thanks everyone: It is obvious that integrating multiple projects in a program give us the program objective.I just need to give my observation on many programs that Program managers could not hold all the projects in grip which causes effect on overall program.
Program Managers need to identify KPIs of the program in consultation with team in continuation with responsibility matrix and clearly identified the roles of the multiple projects and outcome desired from each stakeholder.
These dashboard, tools & techniques and continous monitoring of program will help program managers in measuring & controlling the projects and taking proactive decisions on it.
This sounds like a combination of failure of project management on some of the individual projects and integration management on the part of the Program Manager. A Program Manager should be monitoring the progress of each project using objective metrics such as EVM but also keeping an eye on the project issue logs and risk registers to identify looming program-level problems.
Kiron Saving Changes...
Derek ReinhardProgram Analyst| Dept of Veterans AffairsFairfax, Va, United States
I think one needs to be mindful that measuring success for a program is different (though related) to measuring the success of the projects and other activities that make up the program.
Let's assume we agree that the definition of the success of a program is aligned with the PMI definition: "A program is defined as related projects, subsidiary programs, and program activities manage in a coordinated manner to obtain [business] benefits not available from managing them individually." Std for Pgm Mgt, 4th Ed. 1.2.
The business benefit(s) are accomplished by successful completion of project deliverables and other related program activities.
A hazard is that, while projects are successfully delivering their outcomes, the program itself may suffer because, even with successful projects, the benefits of the program may be sub-optimal. This is where I agree with Muhammad Ahmad Malik's mention of "moving as per strategic objectives." [We'll assume also that these projects are all jointly contributing to the benefits, not just having common sources of support, technology, or stakeholders because if that were so, also per the Std for Pgm Mgt 4th edition, that situation is a case for portfolio management]
I think in the end, besides working with Project Managers to help their respective projects to succeed, the Program Manager also needs to continually validate with the program sponsors that the aggregate deliverables are keeping aligned with the organization's strategic plan/objectives. The measures of program success is an overlay of project deliverable success--which objectives are we closer to achieving and how do we know?
Strategic objectives and project deliverables are like two navigational lighthouses set on the coast: keeping them both aligned on the heading that is delivering the business benefits will steer the program ship into safe harbor. Saving Changes...
