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Describe how the management of the two characteristics 'uncertainty' and 'change' distinguish programs from projects. Compare and contrast the following two definitions for program management Describe the three main phases of the program life cycle domain as set out in the PMI 'Standard for Program Management' (3rd ed.), and briefly discuss the support it receives from other program domains. Explain what program governance is, what the governance board is responsible for, and describe the importance of both towards ensuring the success of the program within an organization.
The results of both projects and programs can be uncertain or unpredictable. , However, with respect to organization, the projects are considered to be more certain and obvious. One can expect a definite outcome from the project. The project is carried out entirely following the project deliverables set initially (Bradley, 2016). The deadline is set for the project, the project manager and his team have to finish the project within the stipulated deadline. Again, the budget is planned at the beginning and the project is followed according to the budget. The project is dispersed into several activities and those activities are successfully carried out in a sequential manner and in this way the entire project gets completed in an effective manner. In case of programs the scope or the objective is not defined at the beginning, the program’s approach gets changed periodically, that is why the program activities are full of uncertainty (Brulin & Svensson 2016). The programs may not be able to give the anticipated outcome. The program actually requires multiple components and benefits realization to get to the final outcome, the program manager takes into consideration the program,’s components and then make progress to manage the project’s component parts, finally, they accomplish the project goals. This is the difference between program and project management approach. In this way, the ‘uncertainty’ distinguishes programs from the project.
In case of the project change, the change management helps to let the project manager, his subordinates and all the associated stakeholders to control the project budget and the project schedule. If anyone wants a change in the project, he or she must be aware of the fact that the change will create an impact on the project scope, quality, output and results. The change if acceptable then the change can be incorporated otherwise it will be rejected. After the change is incorporated, the project plan is revised to ensure that the project will meet the modified project deliverables within the specific deadline (Kelly, Male & Graham, 2014). In case of program change, the program manager expects that the project will be delivered within the scheduled time, within the budget and will be of high quality. The program manager makes sure that the project will give positive outcome and not a negative outcome. In this way, the ‘change’ distinguishes the program from projects. However, like projects, the change management in program change limits the variability of every program components’ output, schedule and budget.
Project Mangement Institute (PMI) defines a project that has definite and a definite end. The project contains a definite target and full of resources. PMI implies certain methodologies following which the project’s objectives must be accomplished (Newton, 2016). PMI sets a particular set of standards, tools, techniques and procedures so that it can be able to meet the needs of a particular project. Project management can be attained following the five processes and they are initiating planning, executing, monitoring, controlling and closing.
According to PMI, a group of related projects are managed collaboratively to gain the maximum profitability. The program is generally an accumulation of projects benefits can only be acquired if the projects are considered collectively (Olins, 2017). In case of program management, the program manager does not get so many benefits if they manage each task individually.
The organisations are adopting MSP to facilitate their project activities. In case of MSP, largely complicated deliverables are dispersed to manageable, interrelated projects. MSP consists of certain principles and transformational flow to cater the route map for the program lifecycle. MSP is simple to design and is easy to adopt. MSP can be helpful to gain best results as a result of the transformational change (Robinson et al., 2014). The companies and the organisations those who have planned to adopt the MSP has achieved excellence by improving practices, providing better services and the preparing effectively for the future.
MSP develops a structured model that helps to know that each and every programme is unique. MSP also ensures that the program must be universally applicable, lasting benefits. MSP helps in mitigating the risks and detect issues pretty early. MSP has been proven to work in most difficult situations and for multiple programs.
There are several benefits adopting MSP and they are-
Program life cycle stages make connections between the organizational goals and the program components (Too & Weaver, 2014). The programs vary in cost, criticality, scope and complexity and via establishing appropriate management process the projects can be better managed.
The phases of the project lifecycle includes the
Program Definition: The program definition activities involve the organisation's plan to meet the desired project strategic objectives, the primary goal of the program definition phase is to define the project’ goals, the project’s outcome (Turner, 2016).
Program benefits delivery: In the program benefits delivery phase, the program components are designed, planned and they are integrated and maintained to ease the delivery of the program benefits (Young, 2013).
Program Closure: the main objective of this phase is to deploy a controlled closure of the program.
Program Governance deals with the system and the methodologies by which a program and its associated strategy are illustrated, monitored and supported by sponsoring organization (Fleming & Koppelman, 2016). Program Governance board is responsible to define and implement proper governance system and methodologies.
The goals and the objectives of the organization cater the basic information followed which the most of the programs get started.
The program governance board takes the responsibility to approve each and every program’s approach, the governance board showcases the plan by which the program operations can be carried out (Snyder, 2014). There are two types of approvals and they are showcased as follows-
Program Charter Approval: The program governance board approves the program charter and it authorizes the project team to make use of the organisational assets for the deployment of the program activities (Cicmil et al., 2017).
Program business case approval: The Program business case approval gives a projection of the value that the program can deliver.
The governance board regulates the budget for the program activities so that the program activities can get executed in an efficient manner (Larson & Gray, 2013). The agreements are made before granting any budget for the project plan.
Establishment of the project plan in a successful manner ensures the targeted value and benefits of the program will be delivered as expected. It also ensures that the stakeholders are all engaged (Kerzner, 2013). Organisations also prepare documents which contain the descriptions of the program’s governance structure, governance procedures as well as the governance responsibilities.
The program goals summary illustrates the aims and objectives of the program constituent components, the program’s expected delivery of benefits (Gareis, 2013). The project goals summary prepares documents and communicates how the pursuit of those goals in the program components can be well monitored and measured by the governance board.
It describes the structure as well as the composition of the program governance board (Leach, 2014). The rules and policies and the government policies that will be implemented by the governance board are depicted here.
The program governance plan demonstrates the responsibilities that will be undertaken by the stakeholders which include the program’s executive sponsor, a program change manager, representatives of the program management office (Mir & Pinnington, 2014).
The Governance plan involves the schedule of expected program-related governance meetings and its associated activities (Love et al., 2016).
Phase-Gate Reviews analyses the progress of the program activities and the results at the same time at specific times (Too & Weaver, 2014). Phase-gate reviews provide an opportunity to analyse whether a program is delivering the disadvantages according to the accordance to the program’s benefits management plan.
Phase-gate reviews are used to approve the initiation of program components (Gardiner & Eltigani, 2014). The governance plan should mention all the requirements very clearly that will be utilised to start the program components.
Phase-gate reviews are suitable to provide periodic performance feedback for the programs.the phase-gate reviews are also called the ‘health-checks’. These feedbacks are generally used to analyse the ongoing performance of the program undertaking and in this way, the sustainable benefits can be gained (Turner, 2016). It is the responsibility of the governance plan to demonstrate the needs of the project schedule, the project contents and the project assessments that is to be used at the time of health checks.
The main motive of the issue escalation procedure is to solve the issues generated efficiently and timely. The escalation generally occurs at the two levels- 1. In the program in between the program management team and component team. 2. outside the program in between the executive management of the organisation and the and the project management team.
The program governance board implements minimally acceptable criteria so that the organisations can measure, endorse and communicate those criteria with ease.
The program governance enables a way following which the organisations can reach their goals (Jiang & Klein, 2014). The governance board also allows the framework via which the program components can be monitored while working on the program.
Program performance boards provide support to the programs and assist in optimising the performance of the programs (Walker & Lloyd-Walker, 2014). Program governance boards are responsible for monitoring the problems and the issues and assure consistency and professionalism in the management of programs.
Many organisations define standardized reporting as well as control procedures appropriate for all the programs they are working with (Pinto & Williams, 2013). The governance body takes the responsibility to ensure program compliance with all those programs.
A quality program is the main element of the program’s individual component projects. All the associated subprograms are planned at the component level (Walker & Lloyd-Walker, 2014). The quality of the project must is assured at the program level. The quality standard is implied in informational technology programs and complex engineering programs to ensure those programs will follow the right mechanisms and will be of high quality.
The program governance body monitors the progress of the programs in terms of project goals and project objectives. The program governance The program governance board works along with the program manager to enhance the scope of success. The program governance board fills his responsibility to monitor the program progress, conducting periodic health checks and phase-gate reviews.
The program governance board allows recommendations for the closure of the programs. The recommendations for the program must be in accordance with the current organizational strategy and the organizational vision.
The risks can be managed, however, it is not possible to change the stakeholders, however, their expectations can be managed, their engagement in the project can be managed. For most of the cases, the stakeholders have the greater impact compared to the program sponsor, program manager and the program team. A stakeholder is basically an individual who shows interest in certain programs or get influenced by certain process or results. The stakeholder engagement deals with both direct as well as indirect communication between project team and project leader (Jiang & Klein, 2014). The program manager gets engaged with the stakeholders by analysing their attitudes towards the program.the program manager associates the stakeholders with the program and gives them certain responsibilities to fulfil. They then wait for the feedback from the stakeholders and by monitoring the feedback the program manager gets to know the detailed response of the stakeholder with the program.
This facilitates the program manager that how the stakeholder can benefit the program activities with the help of charter. It is the responsibility of the program manager to connect the gap between ‘as-is’ state of the organisation and desired version of the ‘to-be’ state (Leach, 2014). The program manager must understand the ‘as-is’ state and must understand how the stakeholder's engagement can benefit the organisation to be the ‘to-be’ state. The program managers should use their strong leadership qualities to set stakeholder engagement goals by which the team can understand the change the program can bring in (Too & Weaver, 2014). the stakeholder's engagement basically goes through certain procedures-
The program stakeholder identification activity analyse the program stakeholder; deals to develop the stakeholder register. The register is developed via stakeholder analysis, the stakeholder analysis prepares a list for the stakeholders and categorises their relationship with the program activities, the capability to influence the outcome of the program (Mir & Pinnington, 2014). A stakeholder map is developed by the program manager and that stakeholder map can be helpful to know the support and influence of the stakeholders. Generally, the stakeholders that get involved in the programme are-
Program Sponsor- The program sponsor is responsible to arrange all the program resources and is responsible to provide all the benefits.
Project Governance Board- The Project Governance Board is responsible to assure that the project goals are achieved and provide appropriate support for assessing the risks and issues (Larson & Gray, 2013).
Program Manager- The Program Manager is responsible to manage the entire program.
Project Manager- The Project Manager is responsible to manage the components projects within a single program.
Program Team Members- The Program Members is responsible to perform the program activities (Fleming & Koppelman, 2016).
Project Team Members- The project activities are performed by the individuals.
Funding Organisation- They are in charge to provide fundings for the program, activities.
Performing Organisation- The performing organisation is responsible to perform the work of the program through-project work activities and the program’s component projects (Young, 2013).
Program Management Office- The organisation body is in charge of maintaining the program related governance procedures, templates and others support individual program management.
Customers- The organisation utilise new capabilities to acquire desired outcomes and benefits. The customers or the consumers act as the major stakeholder in the final result of the program and project manager only get to know whether their project is successful or not via the customers’ participation (Serra & Kunc, 2015).
Potential customers- The past customers and the future customers who wi watch the intently can get an overview how the program delivers the benefits.
Suppliers- The service providers are the suppliers who get affected due to the change in policies and procedures all the time.
Competitors- The competitors also acts as the benchmark to avail the benefits from the program activities.
Affected organisations or individuals- the program activities can provide a positive outcome for the individuals and organisations or can give negative outcomes to those individuals and organisations.
The stakeholder engagement planning demonstrates that how the program stakeholders will be engaged throughout the duration of the program. The stakeholder register analyses the organisation’s strategic plan, the program charter to know about the environment in which the program will be operated (Kelly, Male & Graham, 2014). For each of the stakeholders, the following stakeholder analysis and engagement planning will be taken into consideration-
The analysis results in effective stakeholder engagement for the entire duration of the program (Newton, 2016). The project plan contains the guidelines for effective stakeholder engagement, also the metrics help to measure the stakeholder engagement operations’ performance..thus the stakeholder engagement plan helps in taking critical decisions.
The stakeholder engagement is a continuous activity and it changes in the midday as the operations of the program progress.the main objective of the program manager is to make sure that the stakeholders for all the programs are clearly allocated and the stakeholders are working delivering their best. The stakeholders also raise questions, those queries are recorded and documented (Brulin & Svensson, 2016). In this way, the decision making can be helpful to take the right direction. The program manager gives the stakeholders all the required information that is present in the program charter as well as in the business case of the program. The business case contains a summary of the details of program benefits, dependencies and the program risks, that help them the stakeholders to perform all the activities effectively (Kelly, Male & Graham, 2014). The matrices for stakeholder engagement also helps in the realisation of the program;’ benefits as well as the program’s objectives. Thus the stakeholder's expectations can be changed on the basis of program’s objectives, however, the stakeholders need not be changed.
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