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Program Management Study

Program Management Study

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Published by: navinchopra1986 on Aug 17, 2010
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A Perspective on Programme Management - © Project Smart 2000-2003. All Rights Reserved1
A Perspective on Programme Management
Decision Support Information
By Duncan Haughey
 
http://www.projectsmart.co.ukApril 2001 - Version 1.0
1.EXECUTIVE SUMMARY..................................................................................................................22.INTRODUCTION.............................................................................................................................33.WHAT IS PROGRAMME MANAGEMENT?.......................................................................................4
3.1.D
EFINITIONS OF
P
ROGRAMME
M
ANAGEMENT
.........................................................................................4
3.1.1. Central Computer and Telecommunications Agency (CCTA)....................................................3.1.2. The Programme Management Group (PMG)...........................................................................3.1.3. The Interactive Project Workout, Robert Buttrick ...................................................................3.1.4. Association for Project Management (APM) ...........................................................................
3.2.P
ROGRAMME
M
ANAGEMENT OR
P
ORTFOLIO
M
ANAGEMENT
?....................................................................63.3.O
BJECTIVES OF
P
ROGRAMME
M
ANAGEMENT
........................................................................................63.4.O
BJECTIVES OF
P
ORTFOLIO
M
ANAGEMENT
..........................................................................................7
4.PROCESSES..................................................................................................................................8
4.1.P
ROGRAMME
M
ANAGEMENT
F
RAMEWORK
...........................................................................................84.2.T
HE
F
OURS
S
TAGES OF
P
ROGRAMME
M
ANAGEMENT
...........................................................................11
4.2.1. Programme Identification.................................................................................................... 12 4.2.2. Programme Planning.......................................................................................................... 12 4.2.3. Programme Delivery........................................................................................................... 12 4.2.4. Programme Closure........................................................................................................... 13 4.2.5. Conclusions ...................................................................................................................... 13 
5.RESEARCH PROJECT..................................................................................................................14
5.1.F
INDINGS
....................................................................................................................................145.2.U
SER
R
EQUIREMENTS
....................................................................................................................155.3.C
ONCLUSIONS
.............................................................................................................................15
6.SOLUTIONS.................................................................................................................................16
6.1.H
YDRA
......................................................................................................................................166.2.P
LAN
V
IEW
..................................................................................................................................166.3.A
RTEMIS
V
IEWS
...........................................................................................................................176.4.M
ICROSOFT
P
ROJECT
98...............................................................................................................176.5.C
ONCLUSIONS
.............................................................................................................................17
7.SUMMARY...................................................................................................................................188.REFERENCES...............................................................................................................................19
 
A Perspective on Programme Management - © Project Smart 2000-2003. All Rights Reserved2
1. Executive Summary
 This document looks at the technique of programme management and is designed to give astrong business case for the purchase or development of a Programme and Portfolio managementsolution. For the purpose of this study programme management is defined as a group of relatedprojects carried out to achieve a defined business objective or benefit. Portfolio management isall projects, related or unrelated, being carried out by an organisation.Programme management is a way to control project management and covers vision, aims &objectives, scope, design, approach, resourcing, responsibilities and benefits realisation. Using a well-defined framework, such as the one outline in chapter 4 can provide significant benefits.Identified in this document are four basic stages in programme management. These areprogramme identification, planning, delivery and closure. These stages take a programme frominitiation, based on strategy or a desire for change, right through to the final realisation of adefined business objective or benefit.In the accompanying research the respondents showed an almost unanimous interest inintroducing or further enhancing programme management within their organisations. The solutions looked at during this study take a bottom up approach, incorporating a timesheetelement that captures activities and aggregates them up to project, programme and portfoliolevel.
 
A Perspective on Programme Management - © Project Smart 2000-2003. All Rights Reserved3
2. Introduction
 Today most organisations manage multiple projects concurrently with shared or overlappingresources often in different geographical locations. Traditional project management products and techniques do not recognise the reality of today'sorganisational structures and work place priorities, nor do they leverage the potential benefitsthat accrue from multi skilled, multi location teams.Programme management is a technique that allows organisations to run multiple relatedprojects concurrently and obtain significant benefits from them as a collection.Programme management is a way to control project management, which traditionally hasfocussed on technical delivery. A group of related projects not managed as a programme are likelyto run off course and fail to achieve the desire outcome.Programme management concentrates on delivering some or all of the following:
 
New capabilities and services
 
Business plan
 
Strategic objectives
 
Change
 
Other initiativesIt is important to understand exactly what programme management is, an often misunderstood ormisused term. In the next chapter I look at four definitions of programme management fromsome influential bodies.

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