What is an example of program management?

Program Management: Program management is the coordination and oversight of multiple related projects to achieve strategic goals and objectives. It involves the planning, execution, and monitoring of projects to ensure they are aligned with the overall program goals, are completed on time and within budget, and deliver the expected results. A program manager is responsible for overseeing all aspects of the program, including project planning, resource allocation, risk management, and stakeholder communication.

Example of Program Management: One of the best examples of program management is the implementation of a new enterprise resource planning (ERP) system in a large corporation. An ERP system integrates all the key functions of an organization into a single unified system, and its implementation can involve multiple projects, including software development, data migration, user training, and infrastructure upgrades. A program manager would be responsible for overseeing the implementation of the ERP system, ensuring that all projects are completed on time and within budget, and that they deliver the expected results.

Subtopics:

1. Planning and Scheduling in program management:

2. In the ERP implementation example, the program manager would work with project managers to develop a comprehensive program plan and schedule. This would include defining project milestones, task dependencies, and a timeline that outlines when each project will be completed. The program manager would also work to align project schedules with the overall program schedule to ensure that the ERP system is implemented on time.

3. Resource Management

4. : The program manager would work with project managers to allocate resources, including personnel, equipment, and materials, to each project. They would also manage resource conflicts, make adjustments to the project schedules, and work with other departments to secure necessary resources.

5. Budget Management

6. The program manager would be responsible for monitoring and controlling the program budget, which would include all project expenses. They would regularly track project expenses and compare them to the program budget to ensure that costs are kept under control.

7. Risk Management

8. The program manager would be responsible for identifying and assessing potential risks that could impact the ERP implementation. They would work with project teams to develop contingency plans to minimize the impact of these risks.

9. Stakeholder Management

10. The program manager would work to manage relationships with key stakeholders, such as the ERP project sponsor, senior executives, and project teams. They would understand stakeholders’ needs, concerns, and expectations, and develop communication and engagement strategies to keep them informed and aligned with the program’s goals.

11. Status Reporting and Communication

12. The program manager would be responsible for regularly communicating program progress, status, and risks to key stakeholders. They would develop a clear and concise status report that provides stakeholders with a comprehensive view of the program’s progress, including completed projects, remaining work, and any potential risks.

13. Change Management

14. The program manager would be responsible for managing changes to the program, including changes to project scope, timeline, and budget. They would assess the impact of changes and develop plans to implement them effectively, working closely with project teams and stakeholders to minimize their impact on program performance.

References:

1. Program Management Professional (PgMP) Handbook (Fourth Edition). Project Management Institute, Inc. (2017)
2. Project Management: A Systems Approach to Planning, Scheduling, and Controlling (Twelfth Edition). Harold R. Kerzner (2017)
3. The Standard for Program Management – Third Edition. Project Management Institute, Inc. (2013)
4. Project and Program Management: Delivering Value. Project Management Institute, Inc. (2007)
5. Program Management: Leadership in Multi-Project Environments. J. Kent Crawford (2000)