Page 154 - Global Project Management Handbook

7-4 STATE OF THE ART OF GLOBAL PROJECT MANAGEMENT

controlled, and closed down. Because of its great importance, program marketing
should be seen as its own subprocess of program management and not—as in project
management—as a part of the start, control and close-down processes.
The assignment of a program to a program manager by the program owner team is the
starting event of a program. Program approval by the program owner team is the formal
program close-down (Fig. 7.4).
Program management is to be performed in addition to management of the individual
projects that make up the program. Instruments for integrating projects into a program are
the planning and control of program objectives, the program schedule, the program bud-
get and the program risk, the design of the program environment relationships, and the
design of the program organization and of the program culture. It is to be ensured that the
projects follow the program standards. The projects of a program are closely coupled by
fulfilling program management functions.

Program Management Subprocesses
The program start and program close-down processes are limited in time and are
performed only once in a program, but the program control process in a program is
performed several times. Program coordination and program marketing are continuous
processes.
As an example of the description of the subprocesses of program management, the
objectives and time boundaries of the program start process are listed in Table 7.1, and
the tasks and responsibilities are described in Fig. 7.5.

Program
assignment

Program start

Program controlling
Continuous Program
program coordination marketing
Resolving a program
discontinuity

Program close-down

Program
approved

FIGURE 7.4 The program management process.