Talk:Program management/Archives/2017

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Program management links multiple project outputs to strategic business objectives.—The preceding unsigned comment was added by 81.164.34.226 (talk • contribs) 20:33, 2 June 2004 (UTC)

A nice article about the difference between program and project management is on [1]

An excellent series of articles on program management is on [2]

ProgM, the not-for-profit, professional group based in UK specialises in this area and provides a wealth of knowledge and information on this topic at www.e-programme.com.

In the UK program(me) management is very popular in both the commercial and publicly funded areas. Program(me) management is used to bring together many project and many benefits. It is defined by the UK governmant like this:

Program(me) Management is the co-ordinated management of a portfolio of projects that change organisations to achieve benefits that are of strategic importance. (OGC)

Program(me) Management therefore is concerned with the purpose of the initiatives an organisation undertakes including new product launches, IT systems designed to deliver effeciency savings, safety projects, projects aimed at retaining customers and staff, etc etc.

The UK government offer a knowledge-based qualification in the topic and in 2007 the Association for Project Management will offer a second, experience-based qualification.

One organisation that specialises in this topic is the Program Manageemnt Group plc www.pm-group.com.

And yes, the UK and US spellings differ by 'me' —The preceding unsigned comment was added by Geoff Reiss (talk • contribs) 12:26, 13 July 2006 (UTC)

Finally, a comprehensive book on program management is available by Milosevic, Martinelli and Waddell [3] —The preceding unsigned comment was added by 134.134.136.4 (talk • contribs) 23:41, 20 November 2006 (UTC)

¶== Alternative to PMI's view ==

The Project Management Institute, PMI, promotes the view that project management is a project of projects. This is a highly biased view by PMI and is gaining widespread acceptance as a defacto standard despite history. The concept of program management originated long before PMI came onto the scene. In Operations Management,OM, programmed management has been a standard operating process dating before WWII and gained wide spread use in the 1950's and 1960's. Programs like the Naval Aviation Maintenance Program, OPNAV 4790, was originally written in the late 1940's. Codifying management practices and policies into a program document stabilizes management to a baseline from which changes are made and to which one returns when a changes fail. Such management programs are NOT project but instead operating parameters. The Naval Aviation Maintenance Program is pure operations management. Under such programs, program managers do have projects from time-to-time but they are not the primary focus. The primary focus is financial and quality management. The most effective processes are promulgated and quality is standardized. Such quality standards hover around cost, safety, and effective results.

Thus, the relatively new organization of PMI is in its infancy compared to organizations like the Society of Operations Managers, APICS. Understanding that program management is NOT simply the myopic focus of the PMI view is important to successful management of an operation

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