Identifying Program Management Responsibilities in Software

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Identifying Program Management Responsibilities
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Alright, you ve all read the hype about earning the PgMP; now I m going to dive into the realities of program management Ready Program managers don t need handholding in order to get work done They are responsible for the coordinated projects within their programs Program managers work with the project managers to ensure that their work is done in accordance with the vision of the project and they find ways to correct problems when they creep into the progress of the program Program managers day-to-day work includes the following: Constant monitoring and control to ensure that the projects meet the program scope Financial management for the program and its projects Abilities to deal with cross-cultural issues Thus, program managers must be able to do the following: Motivate, align, and direct the program stakeholders Provide leadership to the program participants Communicate as needed to the appropriate program stakeholders Influence factors that may affect the project for better or worse Negotiate to reach the best solutions for the program Work with program stakeholders to resolve issues and conflicts The program manager needs to keep a constant eye on each project and how the projects work (or should work) in unison to complete the program scope Program managers focus on the big picture and rely on the performance of the project managers to deliver the details
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Linking Projects and Programs
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Programs consist of projects Projects, in turn, are linked to the program in that their benefits and deliverables contribute to the program scope of course Program management, however, is more than just a bunch of old projects working together to create
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2: Defining Program Management
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that skyscraper Program management not only creates a link from the program to the individual projects but also creates links between the projects Consider the commonalities that a program s projects can share: Resource constraints (resources are people, tools, and facilities) Risk mitigation activities Interdependent project activities (two or more project teams working on one deliverable) Shared resources Communication and meeting strategies Project integration management Change control Program and project configuration management NOTE Cash is a resource for projects, but it s not a resource that is usually shared among projects Consider that each project in a program has its own budget Having said that, there are times when monies are shifted from one project to another within a program according to priorities, risks that didn t come true, or cash flow The collection of projects is linked together by their common causes and that s one of the big benefits of a program Compare the benefits of a program with multiple projects with shared resources to a typical matrix structure with shared resources In a matrix structure there is often, if not always, a competition for resources In a project there may be a competition for resources, but the program and the project managers must work together, taking into account priorities, stakeholder demands, and the scheduling of interdependent activities This is where project management s critical chain management is attractive Critical chain management considers scheduling in terms of the availability of resources rather than the critical path approach, which makes the assumption that all project resources are always available PART I
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Exploring Portfolio Management
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Your organization has a portfolio, and you may not even know it A portfolio is a collection of programs, projects, and even ongoing operations that all have a common purpose: to reach some business objectives The goal of a portfolio, this collection of organizational business, is to organize all the moving parts of a company Just because programs, projects, and operations are in a portfolio, doesn t necessarily mean that they are interdependent and directly linked to one another Consider Figure 2-2, an IT portfolio This portfolio consists of a hardware upgrade program, a database project, a datacenter program, and an IT consulting operation These components of the portfolio are grouped together only because of their base in technology The projects under the programs are, of course, linked to one another because they support their parent programs Fascinating
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