Project managers understand what is required of them to deliver their projects. Some are even aware of the larger programs to which their projects contribute. At the very least, they usually know the name of the program, and sometimes have some idea of its purpose. But while they may know what a successful project looks like, how many of them are able to recognize what a successful program ought to look like?
Program management bridges the gap between corporate strategy and projects. But how does it differ from project management? Simply stated, are program managers really just senior project managers? Or is it something more?
Organizations have a way to go in their awareness and ability to organize work as programs. So the onus is on us to help them. In the process, we step up our game as practitioners by not trying to force a square peg of work into the round hole of project management.
When project managers work on an initiative that forms part of a program, there is a new dynamic to consider--the relationship with program management. How do we ensure those relationships are effective?
Program management is a relatively young discipline within the project management profession. That means there are fewer tools and techniques to address the challenges of program risk. At the same time, the larger responsibilities of program managers mean greater disruption from risk events. Consider the following findings about the state of program management…
There are some very real distinctions that are present between programs, projects and portfolios that are frequently misunderstood. Sometimes this misunderstanding is accidental, and occasionally it is by design. And some misconceptions have the unfortunate consequence of skewing the focus away from just what makes a program actually a program.
|
"Humanity has advanced, when it has advanced, not because it has been sober, responsible and cautious, but because it has been playful, rebellious and immature." - Tom Robbins |
