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Home > Executive Report > Features
Does your organization have formal program management processes in place to manage multiple projects with the same strategic objectives? If not, you’re probably dealing with a number of challenges on the resource, risk and quality fronts. Here are some appropriate solutions for problems that exist in organizations without strong program office controls.
Programs are composed of several individual projects, each with a project manager and team accountable for delivering a product according to standard project management guidelines. Projects are grouped together in a program because an organization perceives that each one exists to achieve the same strategic objective for overall organizational benefits. Projects that are part of a program can be successful in and of themselves, yet the program as a whole can fail. The most recurring reason for this failure: the program is not viewed as a project in itself and there is not a strong process for integrating each of the sub-projects within it.
It is relatively easy to combine multiple projects on a single project schedule, identify the cross-project dependencies, manage that one schedule as a program schedule and still fail. That is because a program is not simply a set of projects combined for a single goal. A program is challenged by the fact that each of the independent projects are generally viewed and managed as just that — individual.
This ‘individual’ view of projects is a natural phenomenon.
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