In public sector work in Europe, the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization, for example, the Office of Government Commerce for the UK government. However, program management might need to deal with interdependencies, conflicts and resource or knowledge sharing among the projects it manages. Program managers should not micromanage, but should leave project management to the project managers.
Program management may provide a layer above the management of projects and focuses on selecting the best group of projects, defining them in terms of their objectives and providing an environment where projects can be run successfully. There is no suggestion that either approach is right or wrong in fact, they are complementary in many ways. This leads to inherent differences in the approach. The UK approach is more focused on the achievement of all aspects of a strategic objective, and has grown out of the strategic change industry. The US approach is focused on internal controls and delivery of complex projects, and has grown out of the project industry. The different spellings are relevant ( program is the US spelling and programme is the UK spelling): they reflect different philosophies.
A programme is likely to have a life that spans several years." Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed." Īn alternative source (the UK Office of Government Commerce) uses the following definition: "a programme is a temporary flexible organisation structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to an organisations strategic objectives. Programs may include elements of related work outside of the scope of the discrete projects in the program. Program management also emphasizes the coordinating and prioritizing of resources across projects, managing links between the projects and the overall costs and risks of the program.Īccording to one source, "a Program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Many programs focus on delivering a capability to change, and are normally designed to deliver the organisation's strategy or business transformation. ( June 2015) ( Learn how and when to remove this template message) Unsourced material may be challenged and removed. Please help improve this article by adding citations to reliable sources. This section needs additional citations for verification. However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable. The program manager may be well-placed to provide this insight by actively seeking out such information from the project managers although in large and/or complex projects, a specific role may be required. The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project-level activity to ensure the program goals are met by providing a decision-making capacity that cannot be achieved at project level or by providing the project manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Because major defense programs entail working with contractors, it is often called acquisition management, indicating that the government buyer acquires goods and services by means of contractors. In the defense sector, it is the dominant approach to managing very large projects. In practice and in its aims, program management is often closely related to systems engineering, industrial engineering, change management, and business transformation. Program management or programme management is the process of managing several related projects, often with the intention of improving an organization's performance.
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