INTRODUCTION TO PROGRAM MANAGEMENT
A. Overview of Program Management
• The process of managing programs mapped to business objectives that improve organizational
performance.
• Program managers also help to drive organizational change by helping with agile
transformations, including helping to implement DevOps practices and principles.
• Program management is sometimes confused with project management. Project management
is the process of leading a project performed by a team to achieve certain goals, such as building
a new product.
• Project management is the process of delivering value that incrementally moves a program
forward. Despite the emphasis on artifacts and deliverables, project management still involves
strategy and planning, since a project manager must determine how to meet the goals laid out
at the beginning of the project. Once a project is underway, a project manager tracks progress,
allocates resources, manages risks, communicates, and more.
B. Importance of Program Management
Good product management is not only beneficial to organizations but also vital. It brings
alignment between strategic goals and execution as well as long-term outcomes.
Here’s why program management is important;
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Global Alignment - the process of ensuring that all projects and initiatives within a
program are aligned with the overall goals and objectives of the organization.
Resource and Capacity Management - Good program managers can oversee that
resources are allocated most efficiently and there's available capacity so that all projects'
requirements are satisfied.
Risk Management - Program management enhances the control over the execution of
strategic goals by identifying repeatable processes and predictable behavior.
Dependency Management - Competent program managers oversee the execution of a
set of projects with an emphasis on managing the dependencies between the projects so
each project gets what's needed to contribute to achieving the business goals.
Benefits of Program Management
Five key benefits of program management;
1. Alignment with Strategic Goals - Program management ensures that projects are aligned with
the organization's strategic goals. By coordinating and prioritizing projects, it helps to achieve the
desired outcomes and maximize the value delivered.
2. Efficient Resource Allocation - Program management enables effective allocation of resources
across multiple projects. It ensures that resources, such as budget, time, and personnel, are
optimally utilized, minimizing wastage and improving overall efficiency.
3. Risk Management and Mitigation - Program management provides a structured approach to
identify, assess, and mitigate risks across projects. It allows for proactive risk management,
reducing the likelihood and impact of potential issues.
4. Improved Communication and Collaboration - Program management promotes effective
communication and collaboration among project teams, stakeholders, and executives. It
facilitates the sharing of information, coordination of activities, and alignment of expectations,
leading to better project outcomes.
5. Enhanced Benefits Realization - Program management focuses on delivering benefits and
outcomes that align with the organization's strategic goals. It ensures that projects are not only
completed successfully but also deliver the intended benefits and value to the organization.
Key Factors of Program Management
Crucial for the effective program management are personal characteristics like
communication and attention to detail, as well as experience in business domains such as risk or
resource management. The key factors of program management are listed below.
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Attentiveness - Due to the broad nature of program managers' accountabilities, including
considerations of budget, time frames, or strategic goals, attention to detail is a key
characteristic of good program management.
Strategic View - Program management is employed in processes such as benefits
identification, planning, or change management. Therefore, it needs to provide a broad
review of the projects contributing the most to the strategic goals.
Benefits Focus - Underlined function of program management is to ensure that the
program's benefits meet the business goals and the deliverables meet certain needs.
C. Program Life Cycle and Phases
Traditional Program Lifecycle
1. Program Definition – the object is to establish the reason for the program and define
goals and objectives. In this phase, you also acquire final approvals for the program, set
up the program structure, and assign roles.
Sub-Phases
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Program Formulation – involves important steps in establishing the program and setting it
up for success such as create the business case, secure program financing, create program
charter, perform initial study of scope, perform initial study of cost, perform initial resource
estimate, perform initial risk assessment, and create program plan.
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Program Preparation – In this sub-phase, your team might finalize the program plan, set up
a detailed governance system, and better define the program’s architecture. The purpose of this
sub-phase is to get your program ready for launch.
2. Program Benefits Delivery Phase- the phase in which your team performs the actual work
of creating the program. This stage begins after program leaders review and approve the
program management plan. Some also call this the deployment phase.
Sub-Phases
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Component Authorization and Planning – your team will establish the components of the
program or the individual projects that comprise the program as a whole. These projects should
each address specific objectives that your organization established in the program definition
phase. In this phase, your organization may also assign team members to do the work on specific
projects within the program.
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Component Oversight and Integration - your teams will begin work on individual projects.
This phase also involves oversight to make sure all projects are integrated with each other and
with the overall program goals.
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Component Transition and Closure – your teams will work to successfully finish projects
after they’ve delivered their intended benefits. In this third sub-phase, teams will verify that
components have met objectives and delivered benefits. Next, they will begin the transition to
other ongoing work.
Some experts also recommend a fourth sub-phase called benefits appraisal. The goal of benefits
appraisal is to provide an overall assessment of all benefits the program has produced.
3. Program Closure Phase- the final phase in the program management lifecycle. In this
phase, you will measure program benefits and determine how unresolved work will be
completed. This phase is also an excellent opportunity to reflect on the program’s
successes and failures and synthesize all the lessons learned. Some experts also call this
the dissolution stage.
Sub-Phases
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Program Transition Sub-Phase- your team will assess and document the benefits of the
program and ensure that there is a plan in place to complete any unfinished work.
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Program Closeout Sub-Phase- the program manager formally releases all resources from
the program. This phase may include dispensing of certain technical resources or reassigning
team members to new projects.
Program leaders document and deliver final records on the program, and the team completes a
final program report. This report, also called a lessons learned document, details successes and
failures of the program, unforeseen risks, and other information that will be useful as your
organization creates and operates new programs in the future.
D. Key Program Stakeholders
Program stakeholder management usually involves identifying and analyzing stakeholders
and looking for positive engagement with stakeholders. Simply put, important program
stakeholders need to be identified and their various levels of engagement, commitment,
influence, and interest identified.
Key stakeholders may not be directly or indirectly affected by the program or a project, but
they have important roles or expertise within the program. For example the roofing technician
and the surveyor would be key stakeholders because they have important technical roles in the
construction program even though they do not directly or indirectly influence the program, and
are not directly or indirectly affected by the program.
For the marketing project, the graphic artist would be a key stakeholder because they have
the technical skills to create the advertisements and flyers required for the project. The
marketing director would be a primary stakeholder because they can make decisions that directly
affect the marketing campaigns.
What Is a Stakeholder in Program Management?
People who are interested in the results of your program are called stakeholders. They are
usually leaders, clients, consumers, sponsors, program managers, and members of a program
team.
People who will be impacted by your program at any stage of its development are called
stakeholders, and their opinions will have a direct bearing on the result. To work together on the
program, effective stakeholder management techniques and ongoing communication are critical.
Stakeholders vs. key project stakeholders
In general, program stakeholders might be any number of people or entire organizations
that have an interest in the way a program is carried out or ends. Whether the program has a
favorable or negative impact on them, as long as they are impacted, then they are a stakeholder.
On the other hand, key program stakeholders are those who possess the authority and influence
to determine whether a program succeeds or fails. These are the individuals and organizations
whose goals need to be met since they can create or break the program. The program cannot be
deemed successful even if all deliverables are completed and budgets are satisfied if the
stakeholders are not satisfied.
Who are the Key Program Stakeholders?
1. Customers/Residents: These are the people or groups that started the program or provided
funds for it. They supply the funding and frequently have a final say on the objectives and
deliverables of the project.
2. Manager of Programs: They are in charge of managing all aspects of the program, including
planning, carrying out, and keeping track of results. They make sure the program stays on
schedule and under budget by coordinating with other stakeholders.
3. Participants in the Program: These are the people who are directly responsible for completing
the tasks listed in the program. They provide their knowledge and abilities to help the program
reach its goals.
4. Program Partnerships: Stakeholders also include outside organizations that supply the
program with goods or services. Developing solid relationships with suppliers guarantees the
timely delivery of supplies and resources.
5. Program Competitors: Competitors may occasionally have an indirect impact on a program's
performance. Program managers who comprehend competitive dynamics are better able to
foresee obstacles and modify their plans of action.
6. Institutions of Finance: When a program needs outside funding or investment, investors or
financial institutions get involved. Their assistance is crucial to obtaining funds and preserving
the program's financial viability.
7. Press Media: Stakeholders in programs that are of great public interest may include the press
or media. Sustaining public support may depend on effective public relations management and
favorable media coverage.
8. NGOs: Non-governmental organizations or advocacy groups may be interested in the
program's success if it deals with social or environmental issues. Working together with these
groups can increase the program's legitimacy and influence.
References;
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The essentials of program management: skills, benefits, templates. (n.d.). Kanban
Software for Agile Project Management. https://businessmap.io/blog/programmanagement
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Eby, K. (n.d.). The essential guide to the Program Management Lifecycle. Smartsheet.
https://www.smartsheet.com/content/program-management-lifecycle#:~:text=up%20a%20program.,Program%20Management%20Lifecycle%20Phases,roughly%20parallel%20those%20thr
ee%20phases.
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What are the roles and responsibilities of key stakeholders?. Information Technology at
Sonoma State University. (2021, February 13). https://it.sonoma.edu/kb/pm/what-areroles-and-responsibilities-key-stakeholders