PM is a tool for effective and efficient management of projects. It is not necessarily a useful or an appropriate system for ongoing factory production or for making a phone call. Probably the first empirical principle that evolved in the development of PM: if you want to get a job done you must assign it to one person and hold that person accountable for the results.
The experience required of the PM is both in the business or technology of the project and in the management of projects. This principle is directly related to No. If a person is given the responsibiliy and accountability for something, that person must also be given the authority to carry out the assignment. Informed and knowledgeable executives understand the value of assigning the responsibility for getting results to a single person.
By dedicated we mean that team members be specifically identified with the project from the standpoint of personal responsibility. This is opposed to the work being assigned to a larger group of unnamed people, It is an informed management that knows the value of personal involvement. That team members should be qualified is self-evident, although a project is not precluded from being the training ground for new employees.
In these cases, the newcomers must learn under the guidance of qualified supervisors. If you don't know where you are going, how will you ever know if you have arrived? Project management is a goal-oriented management system and the first order of business is to define the goal, the purpose of the project, in the most straightforward and unequivocal way. Once this goal is set, the stakeholders should indicate the relative importance they hold for the three basic objectives of all projects: for example, to have a short schedule, to have low cost, or to have the highest quality.
Because these three objectives are in inherent conflict, initial goals are usually compromises to obtain a practical or optimum overall objective. However, the project manager needs to know the priorities as a guide for future decisions and tradeoffs.
Thus, if time is most important, and the schedule is slipping, it maybe necessary to spend extra money to hold to this goal. Once the project goal is defined, the project manager must establish the plan of action required to reach the goal. The travel analogy is that we may know what city we are going to, but we need a map to show us how to get there. But any old map won't do, it must be a map, or plan, that takes into account all the factors that affect the trip and all the people who are involved.
The definition phase is where many projects go wrong. This can happen when no clear definition, or when the definition is muddled due to the involvement of too many stakeholders. A successful definition must involve the entire team at every step to facilitate acceptance and commitment to the project. The project manager is responsible for the achievement of all project goals. These goals should always be defined using the SMART paradigm specific, measurable, ambitious, realistic, time-bound.
With nebulous goals, a project manager can be faced with a daily grind of keeping everything organized. It will work decidedly to your advantage to clearly define goals before the project begins. Your flowcharts, structure plan, and milestone plan are useful tools to help you stay on track.
As a project manager, you should be able to present a brief report about the status of the project to your principal or stakeholders at each stage of the project. At such meetings, you should be able to give overviews about the costs, the timeline, and the achieved milestones.
You should come into every project with the knowledge that all projects come with a variety of risks. This is normal. Always keep in mind that your project is a unique endeavor with strict goals concerning costs, appointments, and performance.
The sooner you identify these risks, the sooner you can address negative developments. Instead, work to identify the big risks and develop specific strategies to avoid them. The programme office may serve a single programme or several programmes, depending on the size or capabilities of an organization. A Senior Responsible Owner SRO , or programme sponsor, is responsible for ensuring the programme achieves the business case and delivers benefits to the organization and that there is commitment at senior level within the organization.
The programme manager manages the programme on a day-to-day basis and coordinates its projects. Finally, business change managers are responsible for the programme realizing the stated benefits through effective transition of the programme capabilities into the desired business outcomes and benefits.
This will also transition the programme into business as usual. A programme management framework can offer a governance structure and provide process models, documentation templates and guidelines for adapting it to the specific programme.
However, it is important that there is consistency between the methods for managing a programme and the projects it includes. The programme manager plans the programme and allocates resources across its projects. They are responsible for defining the governance, managing the budget and appointing the programme team. The programme manager also needs to liaise with the business change managers affected by the programme.
On larger programmes, a programme manager may be supported by a risk manager, benefits manager or communications manager and a programme office. Programme managers need strong leadership, communication and interpersonal skills. They need to manage the programme team, so knowledge of programme and project management frameworks as well as procurement, budgeting and resource allocation procedures is beneficial.
They should also be able to advise their project teams and to anticipate and solve any problems. You can use our Career Path tool to see how the role of programme manager would enable you to advance your career and what skills you would need to succeed. You can also learn more about programme management training with our MSP certifications and use our sample papers to test your programme management knowledge.
Programme Management can be used in organisations in a number of ways, which will include the following:. Programme Management includes the process of managing benefits from their initial identification and definition through to the eventual realisation and achievement of measurable improvements. The information that will be obtained is normally analysed in a Programme Support Office that will enable the Programme Manager to:.
Probably the main disadvantage of Programme Management is that it could become too bureaucratic and impose too many constraints on the project process. Rather than assisting the process it could be seen as merely placing a series of hurdles in the way of effective change and associated project management. A program, regardless of its structure, purpose, or outcome will entail a project or a number of projects or a mix of projects and other programs.
That is to say, projects by default are present in every program and as such, certain project management roles must be present within every program. Such roles include the project manager, customer, senior user, planning coordinator, etc. In this paper, we will concentrate on the major roles within a program that differ from those of project management; primarily, we address what is referred to as the program board by Managing Successful Programs OGC,
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