Programme management - an introduction (part 2)
Gabor vis van Heemst - As indicated earlier a programme has only one or a number of projects including several activities. Think, for example, of setting and starting up a warehouse as a programme, where all sorts of projects are necessary in order to develop it. The objective of the programme is then formulated in terms of profit figures, stocks, number of customers (per time unit), etc. Projects can therefore be: starting up a shop, laying car parking spots, contracting in personnel, etc. Yet, activities are needed, such as purchasing and selling of products, to develop this and to achieve the benefits.
Depending upon the organization structure, the Project Boards of the various projects are acquired with the programme organization. Usually the role of Executive will be filled by the programme manager or a person directly delegated to do so. In most cases a coordinating Project Support and Project Assurance will be set up. This provides great support to the communication in the programme and across the projects. In this way the underlying projects will get much of the required information from the programme. And vice versa, for issues beyond projects, the information flows more easily to others involved in the programme.
Read the full article at the Vis Van Heemst Blog:
http://visvanheemst.wordpress.com/2011/02/20/programme-management-an-introduction-part-2/
