WEmile Wolff B.V.

Project and Program Management

Program management is the management of a portfolio of projects. Where each project is planned, organized, directed and resource controlled for a specific period to meet a specific set of one-time objectives.

Program management provides organisations with:

• More effective delivery of change
• Keeping the focus on the business change objectives
• A framework for senior management to direct the change process
• More efficient use of resources through project prioritization and integration
• Better management of risk because the wider context is understood
• Achievement of business benefits during and after the program by applying a formal benefits management and tracking process
• Improved control of costs, standards and quality
• More effective management of the Business Case
• More efficient control of a complex portfolio of activities
• A clear definition of roles and responsibilities
• A smooth transition from current to future business operation

While most organizations are familiar with project management, knowledge of program management is unfortunately not universal and the benefits not readily understood. For a business, program management normally means bringing the ‘Future Business’ in control. Presenting the program management activities in terms of business impact is therefore helpful to get acceptance and to get the right decisions.

Program management requires the development of specific management processes and tools. And to be followed by running pilots and then a roll-out of the processes and tools. And to be successful and to achieve the set goals, changing the culture is also required. Changing the culture in an organization must be done top-down.

Program management also requires substantial data processing, so to avoid overload in the organization, the appropriate IT-tool needs to be developed and implemented.

Where there is a Steering Group overseeing the program management activities, proper functioning of such Steering Group must be achieved. Ensure the correct level of importance being given to steering the program management, get adequate involvement, support and decision making from the top management. Actually, without this, the initiative to set up program management is doomed to fail. Therefore firming up and formalizing the Steering Group is important. Timely prepare proper agenda’s supported by underlying materials, prepare the decisions to be taken in pre-meetings – especially with the chairman so that he is not taken by surprise in the meeting -  and produce good minutes with action lists that are used to monitor follow-up. Finally, since normally this concern the business, emphasis in the Steering Group should be on business results and not on discussing/deciding on tools and long lists of project details.

Adequate communication is also of prime importance:

• A high-level slide set to communicate to top executives
• An overview slide set that can be used to inform the organisation in a standardized way.
• Detailed materials to cascade the program management downwards in the organizations
• Flyers, brochures, website, etc.  to inform the wider audience

And adjust the communication regularly to keep up with developments, such as timely including the first success stories.

Finally, should a dedicated program management office be set up, then the ‘normal’ routines regarding managing a department must not be forgotten Define all the positions in terms of tasks & targets, set-up departmental communication, etc.