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Program Management: A Practical Guide

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.” – Peter Drucker – management expert
Programs bring together a variety of projects and ongoing work that are linked by the overall benefits that they bring to an organization and its customers.
By placing projects and ongoing work under the management of a single program manager, duplication of tasks between projects is reduced, and the direction for the outcomes or benefits of the work is closely managed.
This improves an organization’s competitive advantage and helps to ensure that time and resources are not wasted on efforts that have little chance of producing beneficial outcomes.
Currently many organizations have their own definitions and understandings of portfolios, programs, and projects.
The differences in these understandings can lead to confusion, so the Project Management Institute (PMI®) has created standardized definitions of all three types of work allotments.
This standardization should reduce misunderstandings and help to generate sets of best practices specific to each type of work.
When in a program environment, the processes differ from traditional project management.
PMI® has developed The Standard for Program Management, which provides a shared lexicon and set of best practices for program management.
Programs have their own associated organizational structure and stakeholders. The Standard for Program Management provides a structure for program management and provides a set of best practices to help you ensure the success of your programs.
As you work through the course, you will learn about the
•importance of programs and program management and how they relate to portfolio and project management,
•relationship between program management and strategic vision and how the program management themes ensure success of a program.

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