Program management is the process of managing several related projects, often with the intention of improving an organization’s performance.
The program was defined through undesirable outcomes in previous years and a “lessons learned” approach which required an overall review of each of the project performance in key areas; safety, schedule and finance. In the course of achieving required results of the program I understood business constraints such as market saturation and determined the processes required to achieve results based on available resources. Improvement of the process is a continuous operation. We implemented a process to change the predetermined scope of a project, sometimes based on geographical location. We often were required to react to changes in strategy and changes in the environment for a specific project based on known variables but maintained the programs’ monitoring and reporting processes which allowed the client to be continually informed of any specific project changes. This allowed for systematically applying learning and knowledge to the program.
The program consisted of establishing credible team members to deliver each project successfully and report consistently on each key factor. I managed the team using an evaluation process with predetermined criteria to minimize risk to the project delivery. I also, developed a reporting schedule for the client for each of the projects, so that a seamless project model was delivered across the program. The consistency of the delivery of each project established confidence in our client and the volume of business increased by 100% within the first 3 years of the program implementation. Program management included management of projects which, together, improved the performance of the organization and the program’s success was measured in terms of benefits to the client. I was continuously assessing the performance; researched and developed new capabilities and applied knowledge to the program. The proven success of the program gained the trust of my subordinates.
I assessed the assignments through three key areas; location and complexity of the project, client representative and coordination of strengths, current workloads. The ability of the Project Manager to coordinate a project out of their jurisdiction was a factor due to the potential uniqueness of the market. The experience the project manager has in a specific environment due to potential obstacles factored into the assignment. The client representative, through a program of pre-qualified resources, can complicate the assignment through pre-disposed judgment of the project manager and personalities need to be considered as well as the complementary strengths of each individual. Scheduling and work-load needs to be addressed through careful planning of assignments. Through a program this resourcing issue becomes quite sophisticated and is one of the many benefits to initiating a program for clients.
Finance – Project budgets were established, monitored over the project duration, incremental reporting methods were implemented for the project portfolio of the program
Communication – Meetings were established both within the organization and followed with the client on a weekly basis to report on both individual project status and program issues
Cross-cultural awareness – presentations to individual stakeholders in each level of government were organized in order to update and educate the various stakeholder (sometimes conflicting mandates) on project status and environmental issues being address
Negotiation – stakeholders were interviewed and options were presented to determine precise criteria for the decision process. Consultants were hired to provide visual presentation materials in order for stakeholders to comprehend the magnitude of the decision on the final result. Precise information provided the tools for informed decisions
My program was implemented to deliver a capability to change both current and future project delivery methods and success was measured on the program being utilized by the client. Three key areas were addressed to monitor the success of the program; aggregate budget, similar project schedule and incident/accident reporting. A standard cost management program and procurement process was implemented across the program. A prequalification and training program was introduced to maximize the Zero incident reporting results. The program was verified and validated to ensure adherence to standards and alignment with the vision. I ensured that there were regular reviews, there was accountability and that management of projects, stakeholders and suppliers were in place. The regular monitoring of the individual project status and individual management performance allowed for corrective action if required such as added resources.
Yet another view is that a program management is nothing more than a large, complex project, where the integration aspect of project management is more important than in smaller projects. Integration management is a key feature of the Project Management Institute‘s approach to project management. In practice it is not clear that there is such a clear-cut distinction. Projects (or programs) vary from small and simple to large and complex, what needs to be a managed as a program in one culture or organization may be managed as a project in another.
