Basic Concepts of Program Management

(Under Construction)

See also

• Project Execution
• Project Development
• Project Definition
• Project Life Cycle and Phase Models
• Project Delivery Methods
• Civil Engineering Projects
• Project Management

Basic Considerations

Program Management has emerged as a distinct discipline from the maturing of the project management discipline in the late 1990s. It progressively developed as project management was applied to more and more complex projects, to the management of strategic objectives or the management of multiple interrelated endeavors to produce strategic benefits. It is now generally agreed that programs are a significant undertaking consisting of multiple actions spanning multiple business areas and that they are generally complex.

Program management deals in both high ambiguity and uncertainty and requires a high degree of organizational maturity.

Semantic, Epistemic, and Logical Frameworks

Semantic Framework

No semantic issues were identified for this topic. However, one author (Grasso) in the CMAA discussion below argued that there was a prevalent misconception equating **program management** with **project-level delivery methods**.

Epistemic Framework

There are frameworks for distinguishing different types of **civil engineering knowledge**, as well as that of related disciplines and sciences. The key aspect of **civil engineering knowledge** is its hierarchical structure and the **process or sequential nature** in which knowledge is developed and, most importantly, how it is applied. Its models are grounded in underlying **knowledge domains**.

The key characteristic in this analysis is that knowledge models can be developed as **ontologies** or **taxonomies**, with critical differences:

• **Taxonomy**: The practice and science of classification without necessarily requiring a hierarchical structure. Taxonomies are not useful for problem-solving outside formal education.
• **Ontology**: The study of the basic nature, essential properties, and relationships. Civil engineering constructs **ontologies** to limit complexity, organize information, and improve problem-solving.

Given this development, an **onto-logic knowledge model** for **civil engineering (CE) programs** requires the underlying **knowledge framework** for **CE projects** and the **overlaying Program Execution Outcomes**.

Logical Framework

The **Logical framework** for **civil engineering programs** consists of several key concepts:

• A **program** necessarily starts with more than one project. (One project does not make a program.)
• The projects must be **related** in such a way that when managed as a group, a **net positive effect or benefit** is obtained.
• The project group must support **controls** such that when managed as a **program**, the performance exceeds that which would occur if each project had been managed independently.
• Programs may include **ancillary elements** of related work outside the scope of the discrete projects.

Practice Frameworks in Program Management

Four key components are essential to the **practice of program management**:

1. **Decision Management**
2. **Governance**
3. **Stakeholder Management**
4. **Benefits Management**

These four components are **intimately linked**:

• **Stakeholders’ needs** drive **benefits**.
• **Key stakeholders** make decisions based on **expected benefits**.
• **Governance** provides the structures necessary to achieve them.

The **main program guides** and **standards** already recognize **governance, stakeholder, and benefits management** as key program components. **Decision management** is an emerging area requiring a **learning cycle**, **decision-making process**, **performance cycle**, and a **decision realization process**.

Programs, like projects, have **life cycles**, namely:

• **Formulation**
• **Organization**
• **Deployment**
• **Appraisal**
• **Dissolution**

PMI Definition of Program Management

The **Project Management Institute (PMI)** defines **Program Management** as:

"The centralized, coordinated management of a program to achieve the program’s strategic objectives and benefits, emphasizing the program’s long-term benefit orientation, strategic nature, and challenge to integrate and coordinate a complex network of resources."

Program Management Rationale

Modern **project management** emerged in the mid-20th century. At that time, the terms **project management** and **program management** were used interchangeably. The notion of **program management** was originally **project-centric**.

As **project management** evolved, it became clear that managing **multiple projects** was **more complex** than managing a single project or even a portfolio of projects. There were **coordination risks**, issues of **overall control**, and challenges in **developing management capacity** at the program level.

• • Program management** integrates related projects and activities to **achieve performance** that wouldn't be possible if projects were managed separately.

Program Management Roles

CMAA Definition of Program Management

The **Construction Management Association of America (CMAA)** defines **Program Management** as:

"Program Management is the practice of professional construction management applied to a capital improvement program of one or more projects from inception to completion. Comprehensive construction management services are used to integrate the different facets of the construction process—planning, design, procurement, construction, and activation—for the purpose of providing standardized technical and management expertise on each project."

Program management is a **management technique** within construction. However, **management techniques differ from project delivery methods**.

Legislative and Regulatory Framework for Program Management

Managing for results—the idea that **empirical data** on program management and performance should guide public decision-making—has framed discussions of **program management** in public and non-profit agencies in the **United States since the 1990s**.

Further Guidance

Working Definition

"Program Management is the centralized, coordinated management of a set of projects to achieve stated objectives and benefits. Program management deals in both high ambiguity and uncertainty and requires a high degree of organizational maturity. Programs manage project execution and delivery within a management framework of lifecycles and phases with milestone events termed 'kill points' or 'off-ramps,' where program management determines whether a project continues. Programs constitute the missing link between enterprise-level strategy and the projects that will meet stakeholder expectations and deliver value."

See Also

• Program Management Complexity: A Competency Model – J. LeRoy Ward, Auerbach Publications, 2011.