Master in Project
Management
Chapter 1 Introduction to
Program Management
Victor Ruiz Ezpeleta. PMP,
PRINCE2, CEng
Main Goals
1
Understand the most important concepts in
Program Management
2
Know the typical sectors and projects related to
a Program
3
Read and know some interesting examples that
apply to real Programs
2
Index
1. Definitions
2. Objectives
3. Atributes
Proper Planning prevents poor
4. Comparisons Project performance
5. Roles
6. Knowledge areas
7. Examples 3
1Program Management
Definitions
Project
A project is a temporary effort undertaken to create a single product, service, or result.
Program
A program is defined as a group of related projects managed in a coordinated way for
profit and does not control the disposition of management individually.
Portfolio
A portfolio refers to a set of projects or programs and other work that is grouped
together to facilitate the effective management of work to meet the strategic objectives
of the business. The projects or programs in the portfolio may not necessarily be
interdependent or directly related.
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1Program Management
Program Universe
M&A Operation
Management
(OM)
Product Governance
Development
IT
5
1Program Management
Main objectives
Project
• Projects provide concrete deliverables that contribute to program benefits.
Program
• Programs are instruments to achieve strategic change in the organization.
Portfolio
• Portfolio (or portfolio) management makes it easy to align program and project
investments with strategy.
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1Program Management
Main objectives
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1Program Management
Main objectives
=
Project 3
Project 2
Project 1
PROGRAM X
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1Program Management
Program attributes
Deliverables with a strategic dimension
Basic for change in business
Cultural change and integration within the organization
Successes measured by results:
Growth ▪ Productivity increase ▪ Better market position
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1Program Management
Benefits
Benefits should be sought incrementally throughout the
duration of the program
Examples:
• Organization-wide process improvement program
with several projects within the program
• Business modernization program
a project to standardize and consolidate financial management across multiple
locations
a project to improve staffing and performance reviews
a project to streamline logistics services.
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1Program Management
Benefits
Benefits achieved at the end of the projects
• Space program of a country
Individual program components do not start
delivering benefits until the program is up and
running
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1Program Management
Benefits management
(Project Management Institute, The Standard for Program Management – Third Edition,
Project Management Institute Inc., 2013, Figure 1-1 Page 5)
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1Program Management
Project, Program and Portfolio interactions
(Project Management Institute, The Standard for Program Management – Third Edition,
Project Management Institute Inc., 2013, Figure 1-2 Page 6)
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1Program Management
Portfolios, Programs and Projects
(Project Management Institute, The Standard for Program Management – Third Edition,
Project Management Institute Inc., 2013, Figure 1-5 Page 12)
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1Program Management
Program lifecycle
(Project Management Institute, The Standard for Program Management – Third Edition,
Project Management Institute Inc., 2013, Figure 1-3 Page 13)
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1. Introducción a la Gestión de
1Program Programas
Management
Comparing Projects vs Programs
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1Program Management
Comparing Projects vs Programs
Project Management Program Management
Definition • Linked to deliverables and objectives • Linked to deliverables and objectives, and how they affect
the organization, its strategy and its compliance together
Clients • The project has specific clients • The program has sets of clients with diverse views
• A customer or stakeholder analysis is • Clients change frequently during the program
required • The program must have a specific plan for continuous
analysis of customer and stakeholder perspectives
• Integration and cultural analysis is often necessary
Project Manager • The project manager can work on • The program manager has to work through others and act
deliverables with the project team as a facilitator and coach.
role • The focus is on the internal environment • Your focus is on the environment surrounding the program
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1Program Management
Comparing Projects vs Programs
Project Management Program Management
Requirements • Attention is paid to specific deliverables • Requirements are assessed against a larger board
and to meeting the triple constraint • Requirements are completed, promoted, consolidated or
expanded based on corporate strategy
Change • Changes are valued according to their • Changes are expected
effect on deliverables or limited sets of • The program has to be designed to accommodate change
deliverables because it deals with long time frames
• The program has to continually reinforce the strategy
• The change has to be valued with respect to all projects
Workload • The work is distributed among • The work is distributed in projects.
subprojects. • Different types of skills (hard, soft) are selected to provide
organization • You have to select employees with adequate leadership.
technical skills. • The sequence of project deliverables is affected by business
• The predecessor or successor logic is strategy and technical and political needs.
limited to the technical or logical steps
required to produce a deliverable.
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1Program Management
Comparing Projects vs Programs
Project Management Program Management
Standards and • Standards and procedures are first • The focus is on the needs of the program rather than the
tailored to organizational processes. standards of the organization.
procedures • Specific project needs are often • It also focuses on volume purchasing and providing high-
secondary. level data needs.
• The focus is on project tasks and
measurements.
Success • Success is measured by adequacy to • Success is measured according to the adequacy to product
product specifications and cost and time specifications and cost and time considerations, and to
measurement considerations. strategic objectives of growth, productivity and business
results.
Terms and • Organizational standards are followed • New standards can be created for the program.
• Longer time frames and higher volumes can be considered.
conditions • The program manager capitalizes for further momentum
and works with award or penalty contracts rather than
contracts that are measured by standard execution.
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1Program Management
Comparing Projects vs Programs
Project Management Program Management
Critical • The critical path is identified and the • Critical path and dependency links are used between
status is measured using the critical projects.
relationships path. • For example, technical requirements, concerns about
business perception, training and experience needs,
mitigation of risk elements, governance considerations,
effect on other organizations and cultural needs are taken
into account.
Communication • There is usually a communication plan; • Many communication packages are required: entity-based,
sometimes there are separate technical stakeholder-based, delivery unit, government, or regulatory
planning and business communication organization function.
deliverables.
Human • Resource allocation is used when • There is an attempt to recruit, train and assign team
needed and returned to the organization members to retain during the program.
resources that owns it. • Assignments are made to promote long-term experiences,
assignment • Short-term and transitory members are training needs, and morale boost.
used.
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1Program Management
Comparing Projects vs Programs
Project Management Program Management
Finance • Cost is minimized without sacrificing • Cost leverage opportunities may be available during the
quality. program.
• There is usually only one source of • There are multiple sources of funding, cost and benefit
funds. considerations, and different funding allocation schemes
• Funds are allocated at the project level. and possibilities.
Risk • Risk funds are allocated as a separate • The costs of risk are included in many areas of the program.
item, if any funds are allocated for it. • Risk to program deliverables and business vitality are
• The risks are related to the product of addressed.
the project. • Risks are considered for various organizations within the
business and for the business strategy.
• There is greater attention to external risk events.
Negotiation • Negotiation usually takes place between • The negotiation takes place between the customer and the
the customer and the delivery team. delivery team, between multiple customers and the team,
multiple customers competing for priority or role and for
future inclusion, the delivery team and funding sources;
clients and sources of financing.
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1Program Management
Comparing Projects vs Programs
Project Management Program Management
Conflict • There is usually a level of escalation. • There are many escalation points.
• The decision maker is known or • Decision-makers are not always known.
management identified. • There are limited and different time frames (i.e. budget
cycles) for tackling problems.
• Often there is limited access to decision makers.
Team • In general you have to consider virtual • The whole team can be virtual.
teams. • Cultural issues and disputes must be avoided with transition
• Cultural concerns arise regarding plans that use cultural respect.
individuals or small groups. • The program manager has to face the challenge of teaming
• The project manager has to be aware of up between different organizations, different levels of
culture clashes. employees and managers.
Quality • Product quality is checked in progress • Very extensive integration testing is required.
evaluation, product testing, and • Training is often extensive. Deliverables can be implemented
integration testing. in many ways.
• The implementation plan involves many problems.
• Project management audits and reviews must be carried
out.
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1Program Management
Comparing Projects vs Programs vs Portfolio
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1Program Management
Comparing Projects vs Programs vs Portfolio
Do the thing right! Do the right thing!
Project Manager Program Manager Portfolio Manager
Scope Throughout the project life cycle, Bigger scope Business scope that
the PM progressively develops Most significant benefits changes with the strategic
the scope objectives of the
organization
Changes The PM expects changes. The PgM expects internal and The PfM continuously
Implement processes to keep external changes to the program monitors changes in a
them managed and controlled Prepares to manage them larger framework
Planning Throughout the project lifecycle, The PgM develops the complete The PfM creates and
the PM progressively moves program plan and creates high- maintains the necessary
high-level information into level plans to drive detailed plans processes and
detailed plans at the project level communication at the
portfolio level
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1Program Management
Comparing Projects vs Programs vs Portfolio
Do the thing right! Do the right thing!
Project Manager Program Manager Portfolio Manager
Management The PM manages the project The PgM manages the program The PfM can manage or
team to achieve the project team and PMs coordinate the portfolio
objectives Provides vision and global management team
leadership
Success Success is measured by: Success is measured by the Success is measured by the
• absence of delays and degree to which the program aggregate performance of
cost overruns meets the needs and produces the components
• product and project the benefits
quality
• customer satisfaction
Control The PM controls the The PgM controls the progress of PfM controls aggregate
production of products, the components to ensure the performance and KPIs
services or results global objectives, deadlines, costs
and consolidated benefits
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1Program Management
Program Manager role
Program Managers must be able to :
1. Data handling while approaching the program in a general way.
2. Take advantage of a great practical knowledge of the principles and processes of both
program and project management
3. Interact seamlessly and collaboratively with governing boards and other stakeholders.
4. Establish productive and collaborative relationships with team members and their
stakeholders in the organization.
5. It leverages its own technical knowledge and experience to provide insights that support
understanding and management of program uncertainty, ambiguity, and complexity.
6. Facilitate understanding through the use of very good communication skills
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1Program Management
Program Manager role
ON THE DETAIL ON THE BIG PICTURE
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1Program Management
Program Manager role
Identify, streamline,
Coordinate efforts
monitor and control
between projects, but do
interdependencies
not manage them
between projects
Program
Manager
Manage discussions
Track project
between projects, which
contributions to program
may compromise the
benefits
success of the program
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1Program Management
Key knowledge areas
Benefits measurement and Change management Contract Decision-making
analysis techniques negotiation/administra techniques
tion
Brainstorming techniques Coaching and mentoring Contract types Emotional intelligence
techniques
Budget processes and Collaboration tools and Cost benefit Human resource
procedures techniques techniques management
Business environment Communication tools and Cost management Impact assessment
techniques techniques
Business ethics Conflict resolution Cultural Industry and market
techniques diversity/distinctions knowledge
Business models, structure, Contingency planning Data analysis/data Information privacy
and organization mining
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1Program Management
Key knowledge areas
Knowledge management Planning theory, techniques, and Risk management
procedures
Leadership theories and techniques PMI Code of Ethics and Professional Risk mitigation and
Conduct opportunities strategies
Management techniques Presentation tools and techniques Safety standards and
procedures
Motivational techniques Problem-solving tools and techniques Social responsibility
Negotiation strategies and techniques Project management information Succession planning
systems
Organization strategic plan and vision Reporting tools and techniques Sustainability and
environmental issues
Performance management Risk analysis techniques
techniques
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1Program Management
Key knowledge areas
Active listening Distilling and synthesizing Interviewing Prioritizing
requirements
Analytical thinking Employee engagement Leveraging Problem solving
opportunities
Capacity planning Executive-level presentation Managing expectations Stakeholder analysis
and management
Communicating Facilitation Managing Time management
virtual/multicultural/re
mote teams
Critical thinking Innovative thinking Maximizing Vendor management
resources/achieving
synergies
Customer centricity/client Interpersonal Negotiating/persuading
focus interaction/relationship /influencing
management
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1Program Management
Infrastructure Program example
Qatar expressway Program
51 Infrastructure projects in Qatar
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1Program Management
Qatar expressway program
Doha South – each colour represents a project
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Interesting links
QATAR EXPRESSWAY PROGRAM
[Link]
ME_INTELLIGENT_TRANSPORT_SYSTEMS_PROJECT_CASE_STUDY
[Link]
expressway-project
[Link]
complex-expressway-programme
[Link]
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1Program Management
Interesting links
UNITED NATIONS PROGRAMMES
[Link]
agencies-and-others/
EUROPEAN UNION PROGRAMMES
[Link]
programmes/overview-funding-programmes_en
NATO PROGRAMME
[Link]
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Program Management
Project Management
Takeaways:
What a Program is
Program goals and Strategy
Real examples in Program Management
Thank you very much