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The debate on whether program managers would make effective senior executives has gained attention in recent years. The team at PM Oracles turn to management guru Peter Drucker to see if program managers might make good C-level executives.
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Governance is currently associated with disaster prevention, risk mitigation and consequently, tighter controls. These systems stifle innovation and create an oppressing culture in organisations where everybody feels that they should protect themselves rather than contribute to value creation. Michel Thiry explains how governance should actually work.
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The iterative style of programs and Agile projects suits a style of decision-making with feedback loops for stakeholders to evaluate decisions and proceed with new information, writes Michel Thiry.
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A benefit is a positive outcome that stems out of the use of a product or capability; it is an outcome of the execution of the strategy. Michel Thiry examines how benefits management works for both programs and Agile projects.
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Projects are traditionally used to manage change in an ordered way but the need for more responsive forms for managing change has given rise to disciplines like Agile management and program management, writes Michel Thiry, and the two have synergy.
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“Thiry manages to capture the important differences between project and program management, handling them in a clear and logical manner”—Martin Vaughan reviews Michel Thiry’s ‘Program Management’.
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Many organisations have contemplated or implemented program management as a means of managing interrelated projects within their organisation, with varying degrees of success. PM Oracles asks, how do you know its value?
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Martin Vaughan provides practical advice to those wishing to plan, track and report on a program of work using MS Project scheduling software.
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In any program there are a number of expectations program managers should have of different stakeholders. This article by Michel Thiry will further detail the roles of the main program actors.
...read moreThe objective of programs is to produce business level benefits by linking strategy to projects but little management rhetoric has made its way into program management literature and practice. Michel Thiry explains the program management lifecycle.
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