Program Management is the discipline of managing programs of work, using defined tools and techniques, implemented by skilled program management practitioners.stakeholdermap.com
A program can be defined as "a portfolio of projects that are selected or commissioned, planned and managed in a co-ordinated way and which together achieve a set of defined business objectives." MSP, 2003, p5
Program Management is a recognised discipline supported by a body of knowledge, qualifications and professional career structures.
Programs of projects are designed to deliver a vision rather than specific outputs; they are more complex and involve managing change in a dynamic environment with no defined path. Get a Vision Statement Template
Programs extend further than the project lifecycle to include benefits realisation. benefits may be realised during and after the program and require active management by the program.
Additionally the program lifecycle includes transition management and the maintenance of business as usual. Programs are only closed once the outcomes are achieved and the benefits are self-sustaining. Figure 3 illustrates the differences.
Which spelling should you use? Programme or Program?
The difference between the spellings "program" and "programme" primarily lies in the variant of English being used:
Program: This spelling is used in American English for all contexts, including computing (e.g., computer programs) and broadcast media (e.g., television programs), as well as for referring to planned series of events or activities (e.g., educational programs).
Programme: This spelling is preferred in British English when referring to a planned series of events or activities (e.g., a training programme, a television programme). However, in the context of computing, British English also uses "program" to refer to computer software (e.g., a computer program).
In the context of managing a group or series of projects especially when referring to program management as a discipline within project management, the, spelling "program" is universally accepted and commonly used in both American and British English. This is consistent across professional standards, certifications, and literature in the field, such as the PMI's (Project Management Institute) "Program Management Professional (PgMP)®" certification.
The Program Management Lifecycle
The Differences Between Programmes, Projects and Products
Aspect
Programme
Project
Product
Definition
A set of related projects and change management activities managed in a coordinated way to achieve strategic objectives and benefits.
A temporary endeavor undertaken to create a unique product, service, or result.
An item or service created as a result of a project and is capable of satisfying a need or desire. Products can be tangible or intangible.
Focus
Achieving strategic objectives and realizing benefits from managing a group of related projects.
Delivering specific outputs or deliverables within defined constraints such as time, cost, and quality.
Meeting the needs of a market or a customer requirement. Focuses on long-term value, usability, and maintenance.
Lifecycle
Typically has a longer lifecycle, extending from the conception of the strategy through to the realization of benefits.
Has a defined start and end point, with the lifecycle concluding once the project objectives are delivered.
The lifecycle continues for as long as the product remains in use, including development, launch, maturity, and eventual phase-out.
Management
Requires management of broader issues such as governance, stakeholder engagement, benefits realization, and change management.
Involves managing the project team, resources, schedule, budget, and quality to deliver the project outputs.
Involves ongoing activities such as upgrades, support, and possibly expansion or improvement based on customer feedback or market demand.
Change
Programmes are designed to manage and adapt to change as they aim to align with organizational strategy and adapt to external changes.
Projects may incorporate changes within their scope, but significant changes often require formal change management processes.
Products must evolve based on customer feedback, technological advancements, and market trends to remain relevant.
Outcome
The successful implementation of strategic changes and the realization of benefits over time.
The completion of a project is marked by the delivery of its outputs or deliverables.
The successful adoption and satisfaction of end-users or customers, and the ongoing viability of the product in the market.
How are Projects different from Programs?
Projects are characterised by shorter timescales, a defined beginning and end, and a clear definition of the outputs that the project will deliver. Projects are suitable for the delivery of small changes with clear deliverables and a small impact on the organization in terms of changes to processes, procedures, organization or culture. For example the refurbishment of an existing office to accommodate an expanding, but already existing team, with a clear timescale and a clear brief.
A project can be defined as "a management environment that is created for the purpose of delivering one or more business products according to a specified Business Case." (PRINCE2, 2002, p7)
The following factors may influence a decision to manage projects under a program:
efficiency savings through the central management of resources, components or suppliers,
very large projects that will have a single end product, but are reliant on the successful delivery of many smaller projects for example the building of the new Wembley stadium,
and a strategy or initiative that will involve physical products, but also less tangible outputs like changed processes, attitudes or information flows. Here success means the delivery of products, but also the successful integration of those projects and the realisation of the benefits arising from the new capabilities.
The Role of a Program Manager
The role of a program manager is both strategic and complex, requiring a blend of leadership, technical skills, and an understanding of the big picture to steer programs towards their strategic objectives. Unlike project managers, who focus on the specifics of individual projects, program managers oversee a portfolio of projects, ensuring they work together harmonously to achieve broader organizational goals. This section delves into the key responsibilities, essential skills, and unique competencies required for a successful program manager.
Key Responsibilities
Strategic Planning and Visioning: Program managers are responsible for defining the program's strategic direction and ensuring that it aligns with the organization's overall goals. They develop the program's vision and objectives, translating strategic intent into actionable plans.
Stakeholder Management: Effective communication and stakeholder engagement are critical. Program managers must identify all stakeholders, understand their interests and expectations, and ensure their needs are met throughout the program lifecycle. This involves negotiating priorities, managing expectations, and fostering a collaborative environment.
Governance and Leadership: Establishing and maintaining a governance framework that supports decision-making, risk management, and alignment with organizational policies is a key responsibility. Program managers lead the program team and coordinate efforts across project teams, providing direction and resolving conflicts.
Resource Management: They are tasked with optimizing the allocation and utilization of resources across the program, ensuring that human, financial, and material resources are available and used efficiently to meet program objectives.
Risk and Issue Management Identifying, assessing, and mitigating risks that could impact the program's success is a continuous responsibility. Program managers also manage issues as they arise, implementing strategies to resolve them effectively.
Benefits Realization: A critical aspect of the role is ensuring that the program delivers its intended benefits. This involves planning for benefits realization, monitoring progress, and making adjustments as necessary to ensure that benefits are achieved and sustained.
Essential Skills and Competencies
Leadership and Strategic Thinking: Program managers must possess strong leadership skills to inspire and guide their teams. Strategic thinking enables them to see the bigger picture and navigate the program through complex environments.
Communication and Negotiation: Exceptional communication skills are vital for articulating vision, managing stakeholder expectations, and facilitating collaboration. Negotiation skills are essential for resolving conflicts and aligning diverse stakeholder interests.
Analytical and Problem-Solving Skills: The ability to analyze complex information, identify risks and issues, and devise effective solutions is crucial in navigating the challenges of program management.
Adaptability and Flexibility: Given the dynamic nature of programs, being adaptable and flexible to change is key to responding effectively to evolving requirements and external factors.
Financial and Resource Management: A strong grasp of financial and resource management is necessary to ensure that the program's resources are allocated and utilized efficiently to achieve its objectives.
The role of a program manager is multifaceted, requiring a balance of strategic vision, leadership, and technical skills to manage the complexity of programs and achieve desired outcomes. Through effective stakeholder engagement, governance, risk management, and benefits realization, program managers play a critical role in driving organizational success. As programs continue to be a primary vehicle for implementing strategic initiatives, the importance of skilled program managers cannot be overstated.
