Tag Archives: project management best practices

What is Program Management?

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What is Program Management?

• Program management is the centralized coordinated management of a program to achieve the program’s strategic benefits and objectives.
• In addition, themes to help ensure the successful accomplishment of the program. These themes are: benefits management, stakeholder management, and program governance.
• Good program management requires visionary, entrepreneurial, and motivational zeal, combined with sound management processes.

• Program Management focuses on the project interdependencies and helps to determine the optimal approach for managing them: ,
• Resolving resources constrain and/or conflicts that affect multiple projects within the system.

• Aligning organizational/ strategy direction that affects project and program goal & objective.

• Resolving issues and change management within a shared governance structure, not jut only administration or logistic or even financial only.

• The Relationship Between Program Management and Project Management:
• During a program’s life cycle, projects are initiated and the program manager oversees and
provides direction and guidance to the project managers.

• Program managers coordinate efforts between projects but do not manage them.

• the interactions between program and project domains tend to be cyclical. Information flows
from the program to the projects in the early phases (initiating and planning) and then flows
from the projects to the program in the later phases of executing, controlling and closing.

Project Success is Always Measured in Business Value,

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Project Success is Always Measured in Business Value,

‘If you build it, they will come’ But if you build it and it doesn’t provide value, they will soon leave!

We need to focus on the fact that the project is only as successful as the business value it adds to the organization.
 If we’re producing a something, the evaluation factors for “success” are clear. We need to use our project management skills to bring this product to market quicker so we can get it sold to a large portion of the customer base before the competition is able to produce a similar or even better product.
 Without connecting the project to the business need, great product could be a failure from the organization’s return on investment (ROI) point of view.
 Customer satisfaction includes in business need criteria.
Motivating teams and making difficult decisions on the spot become easier when we understand specifically how the completion of this project is intended to benefit the company.

In order for a project to be successful, the project team must:
 Select appropriate processes required to meet the project objectives,
 Use a defined approach that can be adopted to meet requirements,
 Comply with requirements to meet stakeholder needs and expectations, and
 Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service, or result.

What is Project?

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What is Project?

In PRINCE2 , a project is : A temporary organization that is created for the purpose of delivering one or more business products according to an agreed upon business case

In PMBOK , a project is : A Project is a temporary endeavor undertaken to create unique product, services or result.

Project Characteristic:
 Temporary nature of projects indicates a definite beginning and end.
 The end reached:
• When the project objectives have been achieved
• or when the project is terminated because its objectives will not or cannot met.
• Or when the need of project no longer exist
 The Project is a finite process !, not floating or never ending or regular or periodically or repetitive processes,
 A Operation definition : Permanent endeavor undertaken to create unique product, services or result.
 Temporary Does not mean short duration.
• Projects can be large or small and take a short or long time to complete.

 Unique : Every Project is unique. (Things are not always what they seem.— Phaedrus, Roman writer
and fabulist)
Deliverables Project is always unique, intangible or tangible
 Tangible could be phisically such as created factory, bridge, create software etc
 Intangible such as change culture or Learning Project Management Is could be a Project

 A Project comprises a number of activities that must be completed in some specified order, or sequence.
o To determine the sequence, it is helpful to think in terms of the following inputs and outputs:
 What is needed as input in order to begin working on this activity?
 What activities produce those deliverables as output?
 When you know what your dreams are, you know what your problems are.
o Project is A dream with a deadline
 Want to build new house?
 Want to start a new business?
 Want to new car?
o Each dream with a deadline or an opportunity we want to realize is a project. And that project defines the problems we face. And when we face those problems and solve them, that’s a project, too.
 The project must have goals with precisely described and activities to be carried out must be structured
 Project is Balancing the competing of constrains: Scope, Quality, Schedule, Budget, Resources,Risk
 Projects are managed using project management.
 Projects is cross functional: involve a team of people with different skills working together to introduce a change, often cross from functional dept within organization.

Why Projects Fail?, Kenapa Project Gagal.

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Why Projects Fail?

• Integration Management

o Lack of coordination across area
o Lack of progress control

• Scope
o Lack of a clearly defined purpose & Scope
 A project manager should avoid committing to either development schedule or budget before the project has been adequately defined. In most cases, a firm commitment can be given only after the requirements are concluded.
 If the requirements of a project are not met, then adhering to the budget and schedule becomes meaningless.
o Inadequate requirements
o Difficulties in concluding the project
o Changing scope, too often change request
o Scope on contract , significantly different with practical

• Schedule

o Lack of planning, a poor estimation of duration, Fail to update & respond planning.

• Cost
o Insufficient budget
o Budget exceeded
• Quality
o Nonconformance with quality Standard
o Produce product being delivered that do not meet the Product specification , fitness for use, customer’s requirements.
o Values delivered that work differently than expected,
o Not aware with critical to quality

• Human Resources
o Skill & Knowledge
 Inexperienced Project Manager & Project team member
 Skill & competencies Project team member under standard
o Lack Resources
o Frequently of Turnover resources
o Values & Behavior mis-alignment with project’s objectives
o Lack training & development
o Lack Productivity
o Lack Motivation

• Communication
o Lack of communication
o Insuficient measurables & report
 If you cannot measure where you are you cannot demonstrate that you are improving

• Risk
o Cannot manage risk
o Cannot predicts potential problem
o Worst preparation for contingency plans

• Procurement
o Vendor selection
o Vendor readiness & Performance
o Lead time

• Stakeholder
o Behavior & Cultural
o A customer or user will not always provide the correct requirements. It is often the Project Team Member responsibility to ask the right questions in order to collect the necessary information.