HUMAN RESOURCE AND ORGANIZATIONAL

DEVELOPMENT
ASSIGNMENT
ON
THE TOPIC
Programme Management: Importance, Methods
and Techniques.

Faculty:
Dr. R.R. PATIL
Department of Social Work
Jamia Millia Islamia.

Submitted by:
ZAHRA NEYAZ KHAN
15MHR0020
M.A. (Human Resource Management)
Department Of Social Work
Jamia Millia Islamia
New Delhi.
PROGRAMME MANAGEMENT

Program management or programme management is the process of managing several

related programmes, often with the intention of improving an organization's performance. In
practice and in its aims it is often closely related to systems engineering, industrial
engineering, change management, and business transformation.

It is the centralized coordinated management of a program to achieve the programs strategic

benefits and objectives. Program Management facilitates optimization of costs, resources and
staffing, integrates and resolves inter programme dependencies and deliverables, and ensures
achievement of expected benefits.

(Gartner research paper published in Dec 2007).

A programme is specific set of programmes that when combined achieve a specific business
objective. It is the role of the Programme Manager to ensure that delivery of the programmes
achieves greater business benefit than the individual programme output. The programme
manager is responsible for ensuring a smooth transition from the current business operations
to the future approach.

Simply put, programme management is the structured framework that enables organisations
to run multiple, related programmes at the same time to achieve a common aim. The role of
programme management, and indeed the programme manager, is vitally important to
organisations that value the need for greater leadership and awareness of business risk in
delivering business-critical and other large-scale programmes.

(According to Steve twine, Director, Focus on Training).

Programs are normally designed to deliver the organisation's strategy or business

transformation. Program management also emphasizes the coordinating and prioritizing
of resources across programmes, managing links between the programmes and the overall
costs and risks of the program. Program management may provide a layer above the
management of programmes and focuses on selecting the best group of programmes, defining
them in terms of their objectives and providing an environment where programmes can be
run successfully. Program managers should not micromanage, but should leave programme
management to the programme managers. However, program management might need to deal
with interdependencies, conflicts and resource or knowledge sharing among the programmes
it manages. In public sector work in Europe, the term normally refers to multiple change
programmes: programmes that are designed to deliver benefits to the host organization. For
example, the Office of Government Commerce for the UK government. An alternative to the
Office of Government Commerce's Method for program management is that of the private
sector Programme Management Institute.

COMPARISON WITH PROGRAMME MANAGEMENT

There are the two different views of how programs differ from programmes. On one view,
programmes deliver outputs, discrete parcels or "chunks" of change; programs create
outcomes. On this view, a programme might deliver a new factory, hospital or IT system. By
combining these programmes with other deliverables and changes, their programs might
deliver increased income from a new product, shorter waiting lists at the hospital or reduced
operating costs due to improved technology. The other view is that a program is nothing more
than either a large programme or a set (or portfolio) of programmes. On this second view, the
point of having a program is to exploit economies of scale and to reduce coordination costs
and risks. The programme manager's job is to ensure that their programme succeeds. The
program manager, on the other hand, is concerned with the aggregate outcome(s) or end-state
result(s) of the collection of programmes in a particular program. For example, in a financial
institution a program may include one programme that is designed to take advantage of a
rising market and another that is designed to protect against the downside of a falling market.
The former seeks to leverage the potential upside; the latter to limit the possible downside.

According to one source, the key difference between a program and a programme is the finite
nature of a programme- a programme must always have a specific end date; else it is an
ongoing program. One view of the differences between a program and a programme in
business is that-

1. A programme is unique and is of definite duration. A program is ongoing and

implemented within a business to consistently achieve certain results for the business.

2. A programme is designed to deliver an output or deliverable and its success will be in

terms of delivering the right output at the right time and to the right cost.
 3. Program management includes management of programmes which, together, improve
the performance of the organization. A program's success will be measured in terms
of benefits.

4. Benefits are the measures of improvement of an organization and might include

increased income, increased profits, decreased costs, improved market position
(ability to compete), reduced wastage or environmental damage, more satisfied
customers. In central or local government organizations, benefits might include
providing a better service to the community.

5. In the course of achieving required results, business programs will normally

understand related business constraints and determine the processes required to
achieve results based on resources allocated. Improvement of processes is a
continuous operation that very much contrasts a program from a programme.

6. At the lowest level programme managers co-ordinate individual programmes. They

are overseen by the program manager who accounts to the program sponsor (or
board).

7. There will normally be a process to change the predetermined scope of a programme.

Programs often have to react to changes in strategy and changes in the environment
in which the organization changes.

Another view and another successful way of managing does not see any of the factors listed
above as distinguishing programmes from programs, but rather sees the program as being
about portfolio management. On this view, program management is about selecting
programmes, adjusting the speed at which they run, and adjusting their scope, in order to the
maximize the value of the portfolio as a whole, and as economic or other external conditions
change.

Yet another view is that a program management is nothing more than a large, complex
programme, where the integration aspect of programme management is more important than
in smaller programmes. Integration management is a key feature of the Programme
Management Institute's approach to programme management.
In practice it is not clear that there is such a clear-cut distinction. Programmes (or programs)
vary from small and simple to large and complex; what needs to be a managed as a program
in one culture or organization may be managed as a programme in another.

PROGRAMS, PROGRAM MANAGEMENT AND PROGRAM MANAGERS

What is Program? The standard definition is that it is a group of related programmes and
elements of ongoing operations, managed in a coordinated way to obtain benefits and control
not available from managing them individually. Programs require investment in an
organizations future and deliver benefits by enhancing current or developing new
capabilities. They are the means of achieving goals and objectives in the context of
organizational strategy.

This then provides a context for the need for formal Program Management. Program
management is the centralized coordinated management of a program to achieve the
programs strategic benefits and objectives. Program Management facilitates optimization of
costs, resources and staffing, integrates and resolves inter programme dependencies and
deliverables, and ensures achievement of expected benefits.

A program manager oversees and provides direction and guidance to managers of component
programmes and operational functions by coordinating efforts between them. Essential
responsibilities of a program manager are the identification, rationalization, monitoring and
control of the interdependencies between programmes; dealing with escalated issues outside
the control of each programme; and managing the contribution of each programme to the
consolidated program benefits. They need much broader expertise, strategic thinking and
superior capabilities related to governance, risk and change management than only
programme management.

Program Management is the link between a portfolio of strategic initiatives and component
programmes. Where possible, there are significant advantages to defining a program in
support of an objective and then subdividing into component programmes, instead of
embarking on individual programmes. This strengthens the alignment to organizational
strategy and ensures better control and focus on benefits realization.
INTRODUCING PROGRAM MANAGEMENT INTO AN ORGANIZATION

Organizations that are either in early stages of implementing Program Management or are just
starting to think about how to embark on the process could follow the six steps recommended
below.

Step 1: Identify Initiatives Best Defined As Programs

There are two approaches that would work top down or bottom up.

The top down approach involves starting with a key strategy and assessing whether the
supporting initiative crosses functional boundaries, involves stakeholders with diverse
potentially conflicting interests and is expected to bring about significant change and/or
benefits to the organization. If so, the initiative is best implemented as a program.

The bottom up definition of programs involves examining the portfolio of standalone

programmes, underway or planned, and then grouping inter-related and inter-dependent
programmes into programs that support and are aligned with defined strategies.

Step 2: Define Target Benefits:

The fundamental purpose of a program is to deliver expected benefits from organizational

investment in initiatives. Defining the key benefits with a degree of specificity is important to
subsequent steps in program definition.

Step 3: Develop Alternative Approaches To Delivering Desired Results:

Once the key benefits are defined, if possible, develop alternative approaches to deliver the
target benefits. For each approach determine risk, high level investment, time to realize
benefits

Step 4: Analyze And Select Best Options For Implementation And Identify Component
Programmes:

Examine options developed in the previous step and either identify or confirm programmes
that will deliver components of the program. Ensure that there are no gaps in benefit
realization if all programmes are implemented.

Step 5: Undertake Stakeholder Analysis And Establish Governance Structure:

Identify all stakeholders external and internal to the organization and design the governance
structure for the program to optimize communication and decision making.

Step 6: Engage The Program Manager:

Engage the most appropriate program manager for the initiative from within or outside the
organization

Program Management therefore requires a multi-faceted combination of skills and experience

not limited to just traditional programme management. In the second part of this article, we
will examine in greater detail the attributes of a successful program manager, and how
organizations can build competencies in program management capabilities.

METHODS OF PROGRAMME MANAGEMENT

If you want to make your Programmes flow faster and with less wasted effort, there are a
variety of Programme management methodologies you can use. Though each of them has
their own advantages, they may not apply to the Programmes your team is working on. Its
probably wise to thoroughly review each Method to see if it fits well with your Programme.
Keep in mind that you can always adapt your teams workflow process if it doesnt perfectly
match up. That way, you can maximize the Programme management Methods effectiveness.

1. Waterfall Programme Management

Traditional or waterfall Programme management handles things sequentially, from the

concept and planning phase through to development and quality assurance and finally
Programme completion and maintenance. Programme requirements are usually defined at the
beginning, with little to no alterations to the plan unless absolutely necessary. The waterfall
Method is used most often for large-scale software development Programmes where thorough
planning and a predictable process are paramount.

2. Agile Programme Management

Agile Programme management focuses on adaptability to changing situations and constant,

regular feedback whether its from the client or from other members of the team. This is
ideal when clients or management need to be in on the production process, resulting in
changing requirements and drastic shifts in team assignments. Agile Programme management
is usually ideal for smaller software Programmes and/or those with accelerated development
schedules.

3. Critical chain / path

As opposed to waterfall and agile Programme management that focus more on schedules and
tasks the critical chain Programme management Method is geared more towards solving
resource problems. Each Programme has a certain set of core elements, called a critical chain
(sometimes referred as critical path), that establish a Programmes minimum timeline. The
critical chain Method devotes adequate resources to this critical chain while devoting enough
resources to other tasks such that they can run concurrently, but still have enough of a buffer
to reassign resources when needed. This setup is ideal for resource-heavy teams, or for those
who have enough flexibility in their team members respective skill sets.

4. PRiSM

Programmes integrating Sustainable Methods (PRiSM) was developed by GPM Global as a

means of creating a Method that took environmental factors into account while being a
repeatable, efficient process that could easily be incorporated into various large-scale
Programmes. PRiSM is unique in that it is one of the few Programme management
methodologies that requires and rewards Programme managers with accreditation. PRiSM is
used primarily for large-scale real estate development or construction/infrastructure
Programmes that may result in adverse environmental effects.

5. PRINCE2

PRINCE2 is a government-endorsed Programme management Method, released and

supported by the UK government in 1996. It is a very process-oriented Method, dividing
Programmes into multiple stages, each with their own plans and processes to follow. Like
PRiSM, PRINCE2 requires accreditation via exams. PRINCE2 is a complicated yet thorough
Method, but the Programme manager needs to determine whether or not it will scale properly
with their specific requirements.
IMPORTANCE OF PROGRAMME MANAGEMENT

Everyone has a plan: until they get punched in the face - Mike Tyson

Programme management is one of those things that look easy until you try it.
It's often the same stakeholders who believe that programme management is easy who
question its importance.
The idea that programme management is needless overhead is surprisingly common. This
idea is most prominent in small organizations and organizations that are new to programme
management.
Stakeholders who are accustomed to cowboy approaches to programme management are
often resistant to a comprehensive methodology.
Stakeholders may see programme management as bureaucratic nonsense. In other words,
that programme management is paperwork that gets in the way of getting things done.
Often the best way to sell the value of programme management is with a back-to-basics look
at its importance.
Programme management is important for several reasons:

1. Organizing Chaos
Programmes are naturally chaotic. The primary business function of programme management
is organizing & planning programmes to tame this chaos. It's hard to think of any complex
business endeavour that was ever achieved without organization & planning. Programme
management is the organization, planning and control of programmes.

2. Managing Risk
Any good programme has plenty of risk. After all, the nature of business is taking risks.
Risk is a fundamental part of business strategy. However, risk needs to be managed.
Risk is that chance of a negative event or loss. Uncontrolled risk taking ends in asset
destruction and compliance issues. Programme management identifies, manages and controls
risk.

3. Managing Quality
Quality is the value of what you produce. There's not much sense producing something that
has no value. Leaving quality to chance is analogous to producing something of random
value. Programme management identifies, manages and controls quality.
4. Managing Integration
Programmes don't happen in a vacuum. They need to be integrated with business processes,
systems and organizations. You can't build a sales system that doesn't integrate with your
sales process and sales organization. It wouldn't add much value. Integration is often key to
programme value. Programme management identifies and manages integration.

5. Managing Change
Programmes always happen in an environment in which nothing is constant except change.
Programmes are always a moving target. Managing change is a complex and daunting task.
It's not optional. Unless you can put your business universe on pause, change happens
whether you manage it or not. Programme management manages change.

6. Clearing Issues
Business initiatives typically encounter regular issues that must be managed to achieve
objectives. Programme management plays a critical role in identifying and clearing issues.

7. Retaining and Using Knowledge

Programmes generate knowledge or at least they should. Knowledge represents a
significant asset for most businesses. Left unmanaged, knowledge tends to quickly fade.
Programme management ensures that programme knowledge is captured and managed.

8. Learning from Failure

Programmes fail. When they do, it's important to learn from the process. Learning from
failure is key to business innovation and quality improvement. Programme management
ensures that lessons are learned from programme success and failure.

TECHNIQUES OF PROGRAMME MANAGEMENT

The project management process typically includes four key phases: initiating the project,
planning the project, executing the project, and closing the project. An outline of each phase
is provided below.
Initiating the Project

The project management techniques related to the project initiation phase include:

1. Establishing the project initiation team. This involves organizing team members to
assist in carrying out the project initiation activities.

2. Establishing a relationship with the customer. The understanding of your customer's

organization will foster a stronger relationship between the two of you.

3. Establishing the project initiation plan. Defines the activities required to organize the
team while working to define the goals and scope of the project.

4. Establishing management procedures. Concerned with developing team

communication and reporting procedures, job assignments and roles, project change
procedure, and how project funding and billing will be handled.

5. Establishing the project management environment and workbook. Focuses on the

collection and organization of the tools that you will use while managing the project.

Planning the Project

The project management techniques related to the project planning phase include:

1. Describing project scope, alternatives, and feasibility. The understanding of the

content and complexity of the project. Some relevant questions that should be
answered include:

o What problem/opportunity does the project address?

o What results are to be achieved?

o What needs to be done?

o How will success be measured?

o How will we know when we are finished?

2. Divide the project into tasks. This technique is also known as the work breakdown
structure. This step is done to ensure an easy progression between tasks.

3. Estimating resources and creating a resource plan. This helps to gather and arrange
resources in the most effective manner.
 4. Developing a preliminary schedule. In this step, you are to assign time estimates to
each activity in the work breakdown structure. From here, you will be able to create
the target start and end dates for the project.

5. Developing a communication plan. The idea here is to outline the communication

procedures between management, team members, and the customer.

6. Determining project standards and procedures. The specification of how various

deliverables are produced and tested by the project team.

7. Identifying and assessing risk. The goal here is to identify potential sources of risk
and the consequences of those risks.

8. Creating a preliminary budget. The budget should summarize the planned expenses
and revenues related to the project.

9. Developing a statement of work. This document will list the work to be done and the
expected outcome of the project.

10. Setting a baseline project plan. This should provide an estimate of the project's tasks
and resource requirements.

Executing the Project

The project management techniques related to the project execution phase include:

1. Executing the baseline project plan. The job of the project manager is to initiate the
execution of project activities, acquire and assign resources; orient and train new team
members, keep the project on schedule, and assure the quality of project deliverables.

2. Monitoring project progress against the baseline project plan. Using Gantt and
PERT charts, which will be discussed in detail further on in this paper, can assist the
project manager in doing this.

3. Managing changes to the baseline project plan.

4. Maintaining the project workbook. Maintaining complete records of all project

events is necessary. The project workbook is the primary source of information for
producing all project reports.
 5. Communicating the project status. This means that the entire project plan should be
shared with the entire project team and any revisions to the plan should be
communicated to all interested parties so that everyone understands how the plan is
evolving.

Closing Down the Project

The project management techniques related to the project closedown phase include:

1. Closing down the project. In this stage, it is important to notify all interested parties
of the completion of the project. Also, all project documentation and records should
be finalized so that the final review of the project can be conducted.

2. Conducting post project reviews. This is done to determine the strengths and
weaknesses of project deliverables, the processes used to create them, and the project
management process.

3. Closing the customer contract. The final activity is to ensure that all contractual
terms of the project have been met.

REFERENCES

https://en.wikipedia.org/wiki/Program_management.
https://www.projecttimes.com/articles/why-program-management-is-an-essential-
part-of-strategy-execution.html.
http://explore.easyprojects.net/blog/2012/08/23/project-management-methodologies/
http://management.simplicable.com/management/new/why-project-management-is-
important.
http://www.managementstudyguide.com/project-management-importance.htm.
http://www.stakeholdermap.com/project-management/what-is-programme-
management.html.