“Positively organization should manage a Project as Part of a Program if it is feasible,” I think so, do you?
Communications….
Program managers can synchronize the project to deliver strategic benefits for the organization, as it can be difficult for individual projects because they do not have a communication route to the senior management team or a way in which the projects can be coordinated.
Resources….
Moreover, the program can balance the resources across the program. If the organization has limited resources then the program can prioritize the use of these resources to maximize the benefit for the program. Only a few are available in the country so the use has to be prioritized to maximize the return. To some extent, this element of program management overlaps with portfolio management.
***In Addition, Effective configuration management between projects that form part of the program is another key benefit of program management.
Change & Risk…
When the specification on one project changes then the impact of this change has to be understood for the other project in the program. On the other hand, Risk is another benefit of managing projects as part of a program. Often common risks exist across projects that are better managed at a program level rather than a project level.
Points to be noted… Programs are often in a better position to manage senior officials and other senior stakeholders. This is important because it helps the project focus on delivery while the program manager focuses on the politics associated with the project.
Some good things about program management…
-Programs involve competencies and resources that are not generally required in the project management space, and which correlate directly with the program’s success.
-In general, program strengths have a larger scale and impact than most project efforts. The outcome of a program effort can have a significant impact on business and product viability. These efforts can also consume significant amounts of funding, which can translate into hard choices about whether to continue or discontinue programs or certain aspects of them.
-Program efforts, with their sizeable staff, typically develop greater momentum than standalone projects. This momentum helps programs accomplish major amounts of work, but it can also make programs sturdy to changes in direction. Lack of vision, changes in vision, and poor direction can lead a program to consume enormous amounts of money in comparatively short time periods without providing real value or useful results.
Constructively, applying sound techniques and practices specific to program management can increase an effort’s chances of success and reduce risk. For enterprise-scale work efforts, these practices can enable an organization to hound its business strategy and remain competitive.