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( July 2011)Program management or programme management is the process of managing several related, often with the intention of improving an organization's performance. In practice and in its aims, program management is often closely related to,. In the defense sector, it is the dominant approach to managing very large projects. This section needs additional citations for. Unsourced material may be challenged and removed.Find sources: – ( June 2015) Many programs focus on delivering a capability to change, and are normally designed to deliver the organisation's strategy or business transformation.
Program management also emphasizes the coordinating and prioritizing of across projects, managing links between the projects and the overall costs and risks of the program.According 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. Programs may include elements of related outside of the of the discrete projects in the program. Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed.' 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. Program managers should not micromanage, but should leave project management to the project managers. However, program management might need to deal with interdependencies, conflicts and resource or knowledge sharing among the projects it manages.In public sector work in, the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization. For example, the for the.
An alternative to the Office of Government Commerce's methodology for program management is that of the private sector.Many organizations only run one program at a time, a program containing all their projects. In terminology, this is more likely to be a project portfolio than a program. Some larger organizations may have multiple programs each designed to deliver a range of improvements.
Some organizations use the concept of where others use program management.Key factors Governance The structure, process, and procedure to control operations and changes to performance objectives. Governance must include a set of metrics to indicate the health and progress of the program in the most vital areas. Alignment The program must support a higher level vision, goals and objectives. Assurance Verify and validate the program, ensuring adherence to standards and alignment with the vision. Management Ensure there are regular reviews, there is, and that management of projects, and suppliers is in place.
Integration Ensure that component parts fit together properly to make the intended whole. Optimize performance across the program, functionally and technically. Finances Track basic costs together with wider costs of administering the program. Infrastructure Allocation of resources influences the cost and success of the program. Infrastructure might cover offices, and IT.
Planning Develop the plan bringing together the information on projects, resources, timescales, monitoring and control. Improvement Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the program. Comparison with project management There are the two different views of how programs differ from projects. In one view, projects deliver outputs, discrete parcels or 'chunks' of change; programs create outcomes. In this view, a project might deliver a new factory, hospital or IT system. By combining these projects with other and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology.
The other view is that a program is nothing more than either a large project or a set (or portfolio) of projects. In this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks. The project manager's job is to ensure that their project succeeds. The program manager, on the other hand, is concerned with the aggregate outcome(s) or end-state result(s) of the collection of projects in a particular program. For example, in a financial institution a program may include one project that is designed to take advantage of a rising market and another that is designed to protect against the downside of a falling market.
The former seeks to leverage the potential upside; the latter to limit the possible downside. Consider a simple analogy: Fix-A-Flat®. This highly pressurized aerosol product injects a leak sealant into a punctured tire to stop the outflow of air (project A) and concurrently re-inflates the tire (project B), resulting together in the outcome that is a tire that is once again functional (the program comprised projects A and B).According to the view that programs deliver outcomes but projects deliver outputs, program management is concerned with doing the right projects.
The program manager has been described as 'playing chess' and keeping the overview in mind, with the pieces to be used or sacrificed being the projects. In contrast, is about doing projects right. And also according to this view, successful projects deliver on time, to budget and to specification, whereas successful programs deliver long term improvements to an organization. Improvements are usually identified through benefits. An organization should select the group of programs that most take it towards its strategic aims while remaining within its capacity to deliver the changes.
On the other hand, the view that programs are simply large projects or a set of projects allows that a program may need to deliver tangible benefits quickly.According to one source, the key difference between a program and a project is the finite nature of a project - a project must always have a specific end date, else it is an ongoing program.One view of the differences between a program and a project in business is that:. A project is unique and is of definite. A program is ongoing and implemented within a business to consistently achieve certain results for the business.
A project is designed to deliver an output or deliverable and its success will be in terms of delivering the right output at the right time and to the right cost. Program management includes management of projects which, together, improve the performance of the organization. A program's success will be measured in terms of benefits. Benefits are the measures of improvement of an organization and might include increased income, increased profits, decreased costs, improved market position (ability to compete), reduced wastage or environmental damage, more satisfied customers. In central or local government organizations, benefits might include providing a better service to the community.
In the course of achieving required results, business programs will normally understand related business constraints and determine the processes required to achieve results based on resources allocated. Improvement of processes is a continuous operation that very much contrasts a program from a project.
At the lowest level project managers co-ordinate individual projects. They are overseen by the program manager who accounts to the (or board). There will normally be a process to change the predetermined scope of a project. Programs often have to react to changes in strategy and changes in the environment in which the organization changes.Another view and another successful way of managing does not see any of the factors listed above as distinguishing projects from programs, but rather sees the program as being about portfolio management. On this view, program management is about selecting projects, adjusting the speed at which they run, and adjusting their scope, in order to the maximize the value of the portfolio as a whole, and as economic or other external conditions change. Still, some emphasize that whereas a portfolio consists of independent projects, a program is a collection of interdependent projects, adding a dimension of complexity to the management task.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 's approach to project management. Yet again, some accept there is a distinction related to interdependencies between the elements of a project and a program.
In this view, a program is a comparably loosely coupled system, whereas large, complex projects are tightly coupled. This difference makes the project program a more ambiguous task to manage, with more uncertainty, reflecting a higher degree of freedom and a management task more open to exploit opportunities as they arise or the program management becomes aware of them.In practice it is not clear that there is 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.See also.References. The Standard for Program Management, Second Edition. Project Management Institute. 2011.
Managing Successful Programmes, Rob Sowden et al. (TSO, 2007), p156. All Change Eddie Obeng Financial Times Publishing 1994. The Gower Handbook of Programme Management.
The Definitive Guide to Project Management. Nokes, Sebastian.
London (Financial Times / Prentice Hall): 2007. Project Laneways. Retrieved 1 June 2015.
Putting Strategy to Work Eddie Obeng Financial Times Publishing 1996. Prieto, Robert, PM Hut. Oct 2009.Further reading. APM Introduction to Programme Management.
Program Management for Improved Business Results. The Definitive Guide to Project Management. Nokes, Sebastian.
London (Financial Times / Prentice Hall): 2007. The Standard for Program Management—Second Edition.
Project Management Institute. Reiss, Geoff; Malcolm Anthony, John Chapman, Geof Leigh, Adrian Pyne and Paul Rayner. Gower Handbook of Programme Management. Managing Successful Programmes. The Stationery Office. (2011), previous version (2007).
Putting Strategy to Work Eddie Obeng. Financial Times Publishing. DANS. 'Strategic Program Management; published by the Construction Management Association of America (CMAA);Bob Prieto;. 'Topics in Strategic Program Management; Bob Prieto;External links.
There is no doubt in my opinion if a business can improve project management, it will also improve the performance of the businesses, increase revenue and reduce costs and ultimately increase profits. But what exactly can businesses do to improve project management performance in their business? Well to answer that question, I have created a short slide show of what I consider to be the most effective ways to improve project management in your business. This is the top 20% that gives the biggest return.I have worked with countless business across Australia and Asia improving their project management systems through our services and the list below is a great starting point for any business wishing to improve project management capability. Improve Project Management With My Top 20% Of Project Management That Gives 80% Of The Results My Top 10 Ways To Improve Project Management. From Improve Project Management By Documenting Project RequirementsThere is not better way to improving project management than by improving your understanding of the projects objectives. By having a clear understanding of the project objectives and requirements and documenting what the project is trying to achieve is critical for success.
This ensures that the Project Management and project team have clear boundaries of what is in scope and and what is out of scope. Once there is a list of requirements that have been captured documented, it is important to rank them and focus on the critically important requirements first.Spend time communicating the requirements to the key stakeholders and spend time getting agreements and approval for the requirements and objectives of the project. Improve Project Management Collaboration By Using Cloud Based Project Management ToolsUsing can greatly increase the project communication and engagement with teams and stakeholders.
These tools are also designed to improve project management, facilitate collaboration and many can provide built in frameworks and workflows, which can improve the robustness if you are lacking project management systems and processes. Improve Project Management With Schedules And Task ListsIn order for a project to be completed, there are often thousands of steps that need to be completed, sometimes in a specific order. One of the best ways to improve project management is to tightly control these tasks by creating a project schedule or Gantt Chart. A Gantt Chart is simply a graphical horizontal bar chart representation of the project tasks set out along a timeline. It is not required for every project however, for many projects, simply creating a task list will improve things greatly.In order for a task list or Gantt Chart to be effective, it needs to show sufficient details, I generally aim for a detail level of daily tasks.
The Gantt Chart or task list does not need to be too scientific, but there does need to be enough detail for you to manage and control. Improve Project Management With Effective Risks ManagementRisks and the unknown elements make projects much higher risk than business as usual, therefore a key technique to improve project management is to tightly monitor and control project risks. Don’t be scared of, it is one of the most critical components to a successful project, effective risk management helps to overcome the “oops” factor and Murphy’s Law. For many projects, risk management does not need to be scientific – sure you could carry out quantitative risk analysis and calculate the probabilities and provide highly detailed impact “what if” scenarios, but the truth is, for most projects a simple qualitative assessment of the risks you will give you enough to effectively manage the project risks.Qualitative risk management is best done in a group environment, this aim is to identify as many risks as possible, right them down, then right down a strategy and plan how to avoid or reduce those risks.
Measure And track milestonesSchedules, especially ones that track daily or sub daily tasks will change regularly; some tasks will be completed early, others late, new tasks may be introduced and priorities could change. In order to maintain a strategic view of the project, try measuring and tracking performance against a list of defined milestones set at key points in the project, that ideally should not change too often.Milestones should be designed around key deliverables and used as s guide post to ensure that the daily changes in the schedule does not impact on the project and gives early warning if the projects schedules required recalibration. Maintaining this higher level view of the project key deliverable dates will help to improve project management reporting and aid in on time completion of projects. Improve Project Management Maturity By Capturing learningsThe lessons learnt process is one of the best ways for an organisation to learn and improve project management capability. To do it effectively you should ensure the following the steps below:.
write down what went wrong. what risks occurred and how was the mitigation managed. what project tasks took longer than expected and try and understand why. document all the variances from the project plan. workshop what things could have been done better to improve the project. it can also be valuable to walk through what wen right, or better than planned and document the reasons whyWrite it all down!
Don’t fall into the trap of believing everyone will just remember it, because they won’t and you won’t. Once you have captured all the learnings, share the lessons learnt with the rest of your team and be sure to review them before starting your next similar project, this is a sure fire way to improve project management.
Improve Project Management With Effective CommunicationAs humans, we are not naturally great communicators in my opinion and it can be a key reason for projects to fail. In a project, I don’t believe there can ever be too much communication, but the trick is keeping your communication relevant, clear, concise with targeted and tailored messages for each stakeholder group. There are many. Qualified Project Management ProfessionalsIt seems a simple solution: To improve project management performance, hire project managers, but the biggest problem businesses face is that almost anyone can call themselves a “project manager” but very few people actually understand the principles and best practices of project management to do it effectively, the result is that some reports suggest that over 70% of projects fail. That is a scary statistic!In order to give your project every chance of success then you really should be looking for certified project management professionals.
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Certified Project Managers have been tested and endorsed by independent industry experts, they have demonstrated experience in applying best practice project management techniques and frameworks in the management of projects and carry the post nominals of CPPM ( certified practicing project manager) or PMP ( project management professional) or RegPM ( registered project manager). The peak project management associations are:.
Australian Institute of Project Management ( AIPM). Project Management Institute ( PMI). International Project Management Association ( IPMA). Institute of Project Management ( IPM)Theoretical qualifications in project management include Certificate IV in Project Management – designed for project team members, Diploma of Project Management – designed for project managers, Advanced Diploma of Project Management – designed for senior project managers and project directors and recently Master of Project Management – designed for theoretical depth.