Page 155 - Global Project Management Handbook

PROGRAM MANAGEMENT AND PROJECT PORTFOLIO MANAGEMENT 7-5

TABLE 7.1 Objectives and Time Boundaries of the Program Start Process
Objectives of the program start process
• Information transfer from the preprogram phase into the program
• Definition of expectations regarding the postprogram phase
• Developing adequate program plans for managing the program objectives, deliverables,
schedule, resources, costs, income, risks, and financing
• Designing the program organization, adequate integration of the program into the permanent
organization
• Developing the program culture
• Establishing communication relationships between the program and other programs and
relevant program environments, initial program marketing
• Communicating the “big program picture” to all members of the program organization
• Planning of measures for discontinuity management
• Definition of the structures for the program management subprocesses to follow
• Developing the program management documentation “Program start”
• Efficient design of the program start process
Time boundaries of the program start process
• Start: Program assigned
• End: Documentation “Programme start” filed
• Duration: 3–4 weeks

Design of the Program Management Process
The design of the program management process centers on the use of program manage-
ment methods, standard program plans, program communication forms, Information and
Communication Technology ( ICT) instruments, project management consultants, and
project management coaches, as well as program management checklists (see Chapter 2).
The methods of program management correspond to the project management methods;
that is, a program objectives plan, an objects-of-consideration plan, a program work-
breakdown structure, a program bar chart, a program environment analysis, etc. are all
used.

Competencies for Program Management

For professional program management, individual and organizational competencies are
required in the project-oriented company. Specific requirements for the performance of
program management roles are dealing with program complexity and fulfilling the inte-
grative functions in the program. Both require experience in project management and a
high level of social competence.

SPECIFIC FEATURES OF PROGRAM MANAGEMENT

Conception Projects as the Basis for Programs
Because of the complexity of programs, it is advisable to perform a conception project as
the basis for the investment decision and program assignment. The objectives of such a
conception project are to describe the need for investment, to analyze the current situation,