- Definition of Program Management. Program management is the act of. Overview of Program Management.
- Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to.
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The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management Dr. Brown, McGraw Hill, 2008 I received this book unsolicited in the mail from Dr.
IPC program manager training and certification enhances skills on finance, assembly technology, project management, customer service, and problem solving. Project Plan/Project Definition. SHARE Request to reuse this Add to my favorites Practice Areas: PMO. Project Team and other management of the enterprise associated with and/or affected by the project.
Project management - Wikipedia, the free encyclopedia. Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria.
Definition of program management. I asked my friendly search engine for the definition of program management and got back a wide range of. Project management is the centralized management by an individual to plan. Learn basic guidelines for program planning and management in this topic from the Free Management Library. Overview and definition. Program management may provide a layer above the management of. Develop the plan bringing together the. MWH uses the right people, processes & systems to provide global program management solutions for engineering projects. Learn about our services.
A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time- constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. The primary constraints are scope, time, quality and budget. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation. The 1. 95. 0s marked the beginning of the modern project management era where core engineering fields come together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with engineering model.
At that time, two mathematical project- scheduling models were developed. CPM is used for projects that assume deterministic activity times; the times at which each activity will be carried out are known.
PERT, on the other hand, allows for stochastic activity times; the times at which each activity will be carried out are uncertain or varied. Because of this core difference, CPM and PERT are used in different contexts. These mathematical techniques quickly spread into many private enterprises. At the same time, as project- scheduling models were being developed, technology for project cost estimating, cost management and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1. 95. 6, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control).
AACE continued its pioneering work and in 2. Total Cost Management Framework). The International Project Management Association (IPMA) was founded in Europe in 1. IPMA maintains its federal structure today and now includes member associations on every continent except Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence Baseline (ICB). For example, when working on a brick- and- mortar design and construction, projects will typically progress through stages like pre- planning, conceptual design, schematic design, design development, construction drawings (or contract documents), and construction administration.
In software development, this approach is often known as the waterfall model. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well- defined projects, but often fails in larger projects of undefined and ambiguous nature. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where requirements have not been finalized and can change, requirements management is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development.
PRINCE2 provides a method for managing projects within a clearly defined framework. PRINCE2 focuses on the definition and delivery of products, in particular their quality requirements. As such, it defines a successful project as being output- oriented (not activity- or task- oriented) through creating an agreed set of products. This allows for continuous assessment and adjustment when deviation from the Business Case is required.
PRINCE2 provides a common language for all participants in the project. The governance framework of PRINCE2 . The goal is to increase the flow of projects in an organization (throughput).
Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as are the resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain.
The project plan should typically undergo resource leveling, and the longest sequence of resource- constrained tasks should be identified as the critical chain. In some cases, such as managing contracted sub- projects, it is advisable to use a simplified approach without resource leveling. In multi- project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single . The drum can be a resource that acts as a constraint across projects, which are staggered based on the availability of that single resource. One can also use a .
Unlike SEI's CMM, the OPM3 maturity model describes how to make project management processes capable of performing successfully, consistently, and predictably in order to enact the strategies of an organization . Lean project management.
This can help to reduce the risk of a completed project being a failure by delivering agreed upon requirements/outputs but failing to deliver the benefits of those requirements. In addition, BRM practices aim to ensure the alignment between project outcomes and business strategies. The effectiveness of these practices is supported by recent research evidencing BRM practices influencing project success from a strategic perspective across different countries and industries. Under BRM the agreement might be to achieve a specified reduction in staff hours required to process and maintain staff data. Regardless of the methodology or terminology used, the same basic project management processes or stages of development will be used.
Major process groups generally include. An example is the Phase. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them. The initiating stage should include a plan that encompasses the following areas: Planning. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. Project planning generally consists of.
This phase involves proper allocation, co- ordination and management of human resources and any other resources such as material and budgets. The output of this phase is the project deliverables.
Monitoring and controlling. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and controlling includes. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor- requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as change management.
Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents . The end product of this effort is what the industry terms as- built drawings, or more simply, . Construction document management is a highly important task undertaken with the aid an online or desktop software system, or maintained through physical documentation. The increasing legality pertaining to the construction industries maintenance of correct documentation has caused the increase in the need for document management systems. When changes are introduced to the project, the viability of the project has to be re- assessed.
It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project. Successful project management identifies these components, and tracks and monitors progress so as to stay within time and budget frames already outlined at the commencement of the project. Closing. Administrative activities include the archiving of the files and documenting lessons learned. This phase consists of. This is a vital phase of the project for the project team to learn from experiences and apply to future projects.
Normally a Post Implementation Review consists of looking at things that went well and analyzing things that went badly on the project to come up with lessons learned. Project controlling and project control systems.
It implements verification and controlling function during the processing of a project in order to reinforce the defined performance and formal goals. The following methods of project controlling can be applied: investment analysiscost. Projects may be audited or reviewed while the project is in progress. Formal audits are generally risk or compliance- based and management will direct the objectives of the audit. An examination may include a comparison of approved project management processes with how the project is actually being managed.
If project control is not implemented correctly, the cost to the business should be clarified in terms of errors and fixes.