Objectives of presentation
- What is a Program?
- What is a Project?
- What is an Operation?
- Who is Program Management?
- Why do we need Program Management?
- Which tools does Program Management use?
Definition of Programs
- According to PMI, a program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually. Many programs also include elements of ongoing operations.
Definition of Projects
- Projects are initiated in response to a problem or to take advantage of an opportunity. They are defined as a temporary endeavor that consumes resources, incurs cost and produce deliverables over a finite period of time to achieve a specific goal. Projects come in all shapes and sizes. They can vary in length or complexity, but the above mentioned definition of a project holds true for all of them.
- Web and Mobile Applications
- Organizational Process Re-Engineering
- Relocation Of Facilities & Equipment
- Designing A Web Enabled Systems
- Developing New or Enhancing Existing Products
- Migration from mainframe to a windows-based distributed client-server system
Operations
- Operation type activities are similar to project activities in that they too produce deliverables, consume resources and incur cost. However they are on-going or repetitive in nature, hence they are not project activities or tasks. Some examples of operation activities are weekly maintenance of databases, paying invoices or help desk operations activities.
- Programs are much larger than projects.
- They are made up of many projects and on going activities such as operation type activities.
- Programs are similar to projects as they consume resources, incur cost and produce deliverables.
- Programs are more complex and include repetitive operation type activities such as maintenance work, facility administration etc. Programs are funded typically on a fiscal year basis.
- Projects in general are more time focused than programs.
- Tools for planning and managing projects, together with other concepts, can be extended to the development and management of programs.
- Overall co-ordination
- Company wide standardization
- Improve communication
- Monitoring
- Management Reporting
- Develop a project tracking application (monitoring, controlling and reporting all project activities)
- Time Tracking
- Develop Project Management Processes
- Training program
- Risk Management Process
- Project approval processes
- Planning and estimation processes
- Project management methodology: PMI or ?
- Structuring of projects into phases and modules
- Set of formal deliverables that should be produces
- Common Terminology
- Risk Management process
- Dependency Management process
- Issue Management process
- Monitoring processes
- Risk identification and documentation
- Risk evaluation in terms of impact and probability
- Risk response planning
- Risk response control
Time Tracking
- Tracks number of hours being spent on a project
- Gives visibility on projects being worked on
- Identifies which projects are getting the priority needed
- Collecting weekly status reports
- Time reporting for managers
- Portfolio reporting to project sponsors
- Reporting for IT Steering Group
- Improve performance
- Exposure to all areas of knowledge
- Incentive
- Portfolio management is managing projects governed by variables influenced by the market, funding, resource and legal requirements. Here, in this context, priority management is very important.
- Building a PMO takes time
- Recommend to start one step at a time
- It requires continuous improvement of project management policies and tools
- Relationships with peers at other institutions and organizations and share ideas