qr code reader for java free download Exploring Program Management and Project Management in Software

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Exploring Program Management and Project Management
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A program consists of projects Within a program projects come and go The project gets chartered, the project manager gets selected, and then the project managers, with the program manager s direction, lead their projects to conclusion The role of the program manager in projects is to coordinate the efforts between projects not to manage the projects Program managers work with project managers to solve issues between projects, to track project work, and to eliminate activities that don t add value to the deliverables Program managers and project managers work toward the same goal satisfying the program s purpose
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A project is a short-term endeavor to create a unique product, service, or condition A project does not go on, thankfully, forever Projects require time, resources, and a defined objective usually just called the project scope Projects are constrained by these three things: schedule, budget, and scope As Figure 2-4 shows, this is the infamous Iron Triangle of Project Management
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2: Defining Program Management
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Figure 2-4 The Iron Triangle of Project Management shows the triple constraints
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Projects, program-bound or not, move through five process groups: Initiating The project is chartered and the project manager is selected Planning This iterative process group creates the project plans and considers the reaction to change Executing The project management plans are executed Monitoring and Controlling The project is monitored and controlled to ensure quality, adherence to the project scope, and tracking of newly identified risks, among other activities Closing The project deliverable has been created, the scope satisfied, and the project is closed accordingly In some unpleasant instances, the project may be closed because of poor execution, advancements in technology, or a simple lack of need In a program, each project is interdependent with other projects It s feasible, but somewhat unlikely, that only the deliverables of a project may interact with other projects It is more likely that the program manager and the project managers work together to leverage resources, risk management, schedules, budget, and more to realize all the benefits of coordinating a collective effort for the good of the program and the betterment of each project Program managers primary concern, when it comes to project management, is for the interdependent relationship of projects to run smoothly and on track A delay or cost overrun in one project can have huge ramifications in other, dependent projects Project communications up to the program level are mandated by the program manager and by conditions within the project Communication to the program manager during the execution and monitoring and controlling phases reflects the status, alerts, and risks within a project that may affect the status of other interrelated projects in the program
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Because programs are made up of projects, you can expect a fair amount of questions about project management on your PgMP examination This is key: program managers manage programs; they do not manage the projects within the program However, hav-
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PgMP Program Management Professional All-in-One Exam Guide
ing an understanding of PMI-based project management principles ensures that you will recognize the flow of project and program information, who s in charge of what activities, and the processes that move the projects and program toward a successful conclusion While project success is measured in how closely the project tracks against its budget, schedule, and scope delivery, program success is measured by its return on investment, benefits gained, and capabilities that the program creates for the performing organization The abilities of the project managers and the leadership of the program manager directly affect the success or failure of the program Project managers focus on the details, while program managers focus on the big picture This is evident when we compare the planning of both the program and the projects Project managers and project teams decompose the project work into work packages the smallest item of the work breakdown structure (WBS) Program managers don t decompose to this level; they create broad, high-level plans that define the project deliverables, but not necessarily the steps to create the deliverables Program managers think in terms of leadership, vision, and interdependence of projects to create a collective gain
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