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Overview
Programmes deliver outcomes or business benefits. The projects
within a programme deliver
products that combine to deliver outcomes. Programme management
provides the link
between business change strategy and projects, creating an
environment in which a
programmes component projects can succeed. Thus, programme
management also provides
the glue that binds together projects and organisational
benefits.
Programme management also involves the selection of the most
appropriate projects in
which to invest, the initiation and direction of those projects
to achieve optimised
organisational benefits.
Programmes tend to follow a natural sequence, the programme
management cycle, as shown
by the diagram below.
Programme Management
Programme management is the co-ordinated management of
related projects, which may include related
business-as-usual
activities that together achieve a beneficial change of a
strategic nature for an organisation. What constitutes a
programme will vary across industries and business sectors
but there are core programme management processes.
APM Body of Knowledge, 5th edition (section 1.2)
Close programme Evaluate candidate
programmes
Prioritise & select programmes
Initiate selected programmes
Define projects needed todeliver programme objectivesManage
programme& projects
Complete projects
Monitor and harvest benefits
that result from programme
Initiate necessary projects
Define the organisations strategy
programme management
organisation;
programme planning;
benefits management;
stakeholder management;
issue management &
risk management;
quality management;
configuration management;
internal communication;
programme accounting
and finances;
management of scope
and change.
Effective programme management requires a series of business
processes to
support it. Whilst every programme is unique, research shows the
following
are usually critical to success:
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Why adopt programme management?
The benefits of programme management include:
maximising the realisation of expected business benefits;
the delivery of a clear audit trail from business objective to
project deliverables;
ensuring evolving business needs are managed under control with
reference togoals;
the transparency to allow executives visibility that
organisational change is beingdelivered in a controlled and
responsive fashion;
the opportunity to identified and managed stakeholders
effectively, at all levels,both inside and outside the
organisation;
there is a clear and effective delivery infrastructure through
the componentprojects;
the opportunity to identified exceptions early, enabling
effective remedial actionto be taken.
Further Information:
APM Introduction to Programme Management (APM Publishing)
Gower Handbook of Programme Management (Gower Publishing
Ltd)
Overview of the SIG
ProgM, the APMs programme management SIG, works to:
be the leading professional group for programme management,
recognisedinternationally;
promote the science and discipline of programme management;
create professional forums where members can share and exchange
informationin the field of programme management, including:
seminars,
focussed discussion forums and debates,
best practise development forums,
networking events;
provide standards and guidelines in programme management;
foster relationships with business and other professional groups
interested inpromoting the use of programme management methods and
techniques.
150 West Wycombe Road
High Wycombe
Buckinghamshire HP12 3AE
Telephone 0845 458 1944
International + 44 (0) 1494 440 090
Facsimile 01494 528 937
Association for Project Management
Programme Management SIG
Email [email protected]
Web www.apm.org.uk
The views expressed in this
factsheet are those of the Specific
Interest Group and not necessarily
consistent with those of APM or the
APM Body of Knowledge 5th edition
unless explicitly stated.
Contact
Paul Rayner
Chairman, Programme Management SIG
Tel: 07788 184685
Email: [email protected]
Website: www.apm.org.uk/programmemanagement
or www.e-programme.com
