W1 Differences Between Project and Program Manager Summary

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Distinguish the career roles and competencies of project vs. program managers or portfolio managers. Select one or more job databases such as monster, indeed, LinkedIn, or careers.google.com. make a note of skills and qualifications being requested, type of job and organization. Are they making references to specific technical tools like MS Project or Jira? Soft skills (socio cultural)? Write a summary of your findings and submit with APA citations a two-page report. You may want to reference the attached tutorial.

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Tutorial 1 Use websites such as dice.com and type keywords for Project Manager. Then try Program Manager Next on your own see other sites such as: indeed.com, monster.com, LinkedIn and BU Handshake. See the next screen for BU Handshake. You need to create a handshake profile before you see results such as the one shown below. Module 1 Compiled 2021/3/19 上午10(55 Module 1 - Compiled Content The following are all pages from the module linked as a single file suitable for printing or saving for offline viewing. Please note that this compilation will not include popup pages, and some animations or images may not work. Module 1 Study Guide and Deliverables Lecture Topics: Readings: Discussions: Weekly Activities: Class logistics and orientation, Introduction to Organizational Project Management (OPM), Program Management, and Strategic Alignment, pointers to resources including archived guest speaker lectures and materials. Online Lecture 1 SPM – Chapter 1 (Introduction) SPM – Chapter 2 (Program Performance Domains) SPM – Chapter 3 (Program Strategy Alignment) Initial discussion posts due by Thursday, March 18 at 11:59 PM ET Response discussion posts due by Monday, March 22 at 11:59 PM ET Assignment 1 due by Monday, March 22 at 11:59 PM ET Team Assignment 1 due by Monday, March 22 at 11:59 PM ET Live Tuesday, March 16, at 6:45 PM ET Classroom: Module 1 Introduction This initial lecture in Program Management and Planning explores the problems that can arise in a large public programs and reviews the important concepts introduced in your prior project management courses. We will also distinguish between projects, programs and portfolios and learn why structure matters in setting up your program as part of the larger Organizational Project Management (OPM) structure. file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:1/12 Module 1 Compiled file:///Users/yansong/Desktop/646Module%201%20Compiled.html 2021/3/19 上午10(55 ⻚页码:2/12 Module 1 Compiled 2021/3/19 上午10(55 Learning Objectives After participating in the learning activities for this lecture, you will be able to: Identify some common and unique characteristics of megaprojects and the program management performance domains. Identify the key differences between project, program, and portfolio management, and why structure matters in setting up a program and a Program Management Office (PMO) to manage large-scale projects. file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:3/12 Module 1 Compiled 2021/3/19 上午10(55 Analyze how program strategy alignment is initiated with the development of a program business case. Recognize some of the systemic difficulties in managing large-scale projects and the need to develop better solutions for managing these projects. Introduction to Megaprojects In your assignment and discussion questions this week you will not only develop an appreciation for the important lessons learned in your prior courses on project management, but also the important strategies used to manage programs, portfolios, and megaprojects to create value and benefits for the sponsoring organizations and all their stakeholders. The objective of this introductory lesson is to learn the benefits of studying projects at this higher level, as well as to explore the advantages of managing projects at this higher, more sophisticated level. Finally, you will develop an understanding of the framework of programs and portfolios, and the various methodologies and governance structures applicable to achieving successful outcomes. NASA is an excellent example of a large federal agency that structures its organization to focus on project and programmatic work. As reflected in the organization chart (below), the Administration is organized by Missions and Centers that are supported by functional offices such as the chief financial officer, external relations, innovative partnership program, and institutions and management. Among its many projects and programs are the following: The International Space Station (ISS) - The ISS serves as a microgravity and space environment research laboratory in which crew members conduct experiments in biology, human biology, physics, astronomy, meteorology, and other fields. The station is used for the testing of spacecraft systems and equipment required for missions to the Moon and Mars. Mars Odyssey – This orbiter is mapping the mineralogy and morphology of the Martian surface. NOAA Environmental Satellites – NOAA-N is the latest in a series of polar-orbiting satellites that will collect information to improve weather prediction and climate research across the globe. Terra – This multinational partnership between the U.S., Canada, and Japan is helping us better understand and protect our home planet. file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:4/12 Module 1 Compiled 2021/3/19 上午10(55 Distinguishing Projects, Programs, and Portfolios As a review and introduction to the relationship between project, program, and portfolio management, highlighted in this lecture are the important distinctions between each of these management structures. The reading assignments for this week in your textbook and the chapters in The Standard for Program Management describe the important strategies essential to the introduction of a Program or a Program Management Office.. The Program Management Standard defines the relationship among program management, operations management, and organizational strategy and the important role of the program manager in enhancing overall business value. What Is a Project? As you have learned in your prior courses, projects have the following characteristics: Projects are unique Projects are temporary in nature and have a beginning and an end Projects are completed when the goals are achieved or when the project is no longer viable Project success is defined as meeting or exceeding the requirements and expectations of your stakeholders What Is a Program? The terms project and program are often used interchangeably and can create confusion as to the real meaning of the terms. Although these terms are related, they are not the same. In this course, we will file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:5/12 Module 1 Compiled 2021/3/19 上午10(55 carefully distinguish between projects, programs, and portfolios. A program, as defined in PMBOK® Guide, is a logically related group of projects. A program can also be a larger project that has been broken down into smaller projects. Frequently, companies manage projects together to gain benefits that would not be available if they managed them separately. Companies also manage projects together because they use similar processes that will benefit from coordinated management. It is important to remember that a program should be utilized only when there is value added! For example, a large construction project might have a program to undertake the reconstruction of an inner city. A good example is Boston's Big Dig. Within that program were the following individual projects: Complete two miles of underground highway within the city. Build a tunnel to connect the city with an airport. Develop a landfill to address environmental requirements. Construct an interchange to connect local roadways with an interstate highway system. Characteristics of Programs Programs have characteristics that go beyond the premise of a project which is a delivery methodology that requires consideration of the triple constraints of schedule, cost and scope. Generally, megaprojects are public projects funded primarily by public funds including government bonds, equity, and debt. They involve large public policy making and public scrutiny and require the input of numerous stakeholders and sponsors and owners that must represent the project as a guardian of the public interest. They can take decades to complete and require billions of dollars to finance the multiple projects that make up the program. They are also often subject to public scrutiny and resistance by stakeholders concerned about displacement of their homes and environmental impacts. Programs require intensive oversight and involvement of their local communities. Some programs are never completed because the financing is subject to great risk as recently occurred when the Governor of California announced that the California High Speed Rail would be terminated after completion of a small portion of the roadway. What Is Program Management? "Program management is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually." Program management requires a centralized management organization to achieve the program's strategic objectives and benefits (PMI SPM 2013). PMI's Standard for Program Management (SPM) describes five major performance domains: (1) Program Strategy Alignment, (2) Program Benefits Management, (3) Program Stakeholder Engagement, (4) Program Governance, and (5) Program Life Cycle Management. Understanding how program managers carry out their work within these domains and how these domains interact is a critical component of this course (PMI SPM 2017). As you learned in your project management courses, project management is accomplished through the application and integration of the project management processes. This raises the question of how program management is accomplished. The Standard for Program Management defines program life cycle phases to include: (1) Program Definition, (2) Program Benefits Delivery, and (3) Program Closure. While projects are defined as temporary endeavors of shorter duration, programs can span considerably longer file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:6/12 Module 1 Compiled 2021/3/19 上午10(55 durations and in some cases, decades. Another characteristic of program life cycles is the use of discrete and sometimes overlapping phases. Thus, some projects may complete before other projects have started, making the life cycle much more complex and harder to predict (PMI SPM 2017). What Is the Role of the Program Manager? Similar to a project manager, the program manager has many roles. However, the program manager must manage both the strategic business goals of the organization or the program’s sponsors as well as the operational aspects of a program. One of the most important attributes of a program manager is establishing a vision that inspires the program team, the project managers, and project teams to follow that vision. The operational aspects include developing cross-project collaboration and deliverables, establishing centralized processes, leveraging resources across projects, monitoring customers, managing budgets and finances, and seeking opportunity and partnerships both external and internal to the larger organization. The chart below demonstrates the core commitment of a program manager and the importance of meeting the needs of all of the program's constituents, including the strategic goals of the larger organization, the needs of its customers and the market, the program's agreements and contracts, and the projects and teams it oversees. Program Manager Commitments file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:7/12 Module 1 Compiled 2021/3/19 上午10(55 flowchart showing program manager commitments What Is a Program Management Office (PMO)? "A Program Management Office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain. It can also be referred to as a "program organizational office," "project office," or "program office" (PMI 2017). As further defined by Kendall and Rollins, in their book, Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed, "It must drive a much higher return on the investment than any organization makes in projects" (Kendall and Rollins 2003). Because PMOs can oversee the management of projects, programs, or both they can provide a wide variety of functions and services, including coordinated training, technology support, and standardized processes, policies, and procedures. Key features of PMOs include the following: Shared and coordinated resources Alignment of projects and programs with the strategic goals of the organization Delivery of program benefits Application of the program management performance domains Development of project management methodology, best practices, and standards Clearinghouse for policies and procedures Centralized configuration management for all projects Centralized risk management Centralized claims and change control Enterprise-wide project software Centralized communication Centralized monitoring of timelines and budgets Coordination of overall project quality standards Assessment and management of environment factors Establishment of mandates that include an enterprise perspective Management of major program scope changes (viewed as potential opportunities) Shared organizational resources across all projects Consolidated reporting and an enterprise view of projects under its purview Management of overall risk, overall opportunity, and the interdependencies among projects In this course, you will gain an appreciation for building and managing a PMO from practitioners who have done this recently. file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:8/12 Module 1 Compiled 2021/3/19 上午10(55 Portfolios and the Relationship between Program Management and Portfolio Management "A Portfolio is a collection of components that are grouped together to facilitate the effective management of that work so as to meet strategic business objectives" (PMI 2017). Unlike program management, the projects or programs in a portfolio may not be related or interdependent. Portfolios are usually managed at the highest levels of an organization and the portfolio manager is charged with managing the portfolios based on specific goals. The major goal of portfolio management is to align the portfolio to the strategic objectives of the company. The portfolio provides an overview of the organization's goals, mission, and strategic objectives. Comparison of Project, Programs, and Portfolio Management The diagram below presents the hierarchy of projects, programs, and portfolios. At the top of the pyramid is the CEO, representing the highest authority in the organization. Below the CEO are the strategic managers who report to the CEO for approval of strategic management plans. The portfolio manager is required to align business changes with the strategic goals of the organization and focuses on adding value to the portfolio through strategic program and project selection. The program manager is obligated to meet the goals of the strategic plan as well as provide the vision and leadership for the projects under his or her control. Project managers are responsible for assuring that the requirements of the project are delivered and for managing the project team. At the bottom of the pyramid are the team members who produce the project deliverables in accordance with the project requirements. The Program Management Pyramid chart showing the program management pyramid The chart below highlights the important differences between projects, programs, and portfolios discussed in this lecture. file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:9/12 Module 1 Compiled 2021/3/19 上午10(55 From PMI, 2006, and Sanghera, 2007. Virtual Teams: Introduction of Videos In this course you will be introduced to the important role that teams play in megaprojects and international program and project management. During this course I hope you not only learn a lot about teamwork but also learn a lot about your own attitudes, skills and ability to adapt to the changing organizational environment that teams create. To help you understand the role of teams in managing major projects, I have included below two videos which demonstrate the importance of teamwork in ensuring project success. PMI Project of the Year Award Winner: Telstra file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:10/12 Module 1 Compiled 2021/3/19 上午10(55 Source: PMI: PMO of the Year Award In 2018 Telstra Corporation Ltd., Australia's largest telecom company based in Melbourne, won the PMO Programjanine Management of the year award for its insightful and successful management of a PMO. By way of background, in 2012, Telstra created the Capital Planning and Delivery (CP&D) function as a dedicated capability within the Finance and Strategy organization. Their purpose was clear – support the annual capital investment allocation, prioritization, and planning processes to better support investment programs & projects. Through strong project management practices and team work, they roadmap and improve, they continuously improve their PM framework to support multiple methodologies including Agile, waterfall, hybrid, and lean. Please review the Video to gain a greater understanding of the role of a PMO in coordinating and assisting projects and programs under its framework to achieve their intended outcomes and ultimate success in project and program delivery. This Video will also help prepare you for your case study Atek PC in Module 2. PMI Institute The Power of Teamwork met_ad646_18_sp2_power_of_teamwork video cannot be displayed here file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:11/12 Module 1 Compiled 2021/3/19 上午10(55 The Power of Teamwork, Inspired by The Blue Angels video, by Scott Beares and Michael McMillan. References Kendall, G.I., & Rollins, S.C. (2003). Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed. Fort Lauderdale, FL: J. Ross Publishing. Greiman, V. (2013). Megaproject Management: Lessons on Risk and Project Management from the Big Dig, John Wiley and Sons, Inc., London, New York and Hoboken. Project Management Institute (PMI). (2013). A Guide to the Project Management Body of Knowledge: (PMBOK Guide), 5th ed., Newtown Square, PA: Project Management Institute, Inc. Project Management Institute (PMI). (2013). The Standard for Program Management, 3rd ed., Newtown Square, PA: Project Management Institute, Inc. Sanghera, Paul. (2007). PgMP: Program Management Professional Exam Study Guide. Hoboken, NJ: Wiley. file:///Users/yansong/Desktop/646Module%201%20Compiled.html ⻚页码:12/12
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DIFFERENCE BETWEEN PROJECT AND PROGRAM MANAGER

Differences between Project and Program Manager
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DIFFERENCE BETWEEN PROJECT AND PROGRAM MANAGER

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Introduction
More often than not, people will confuse a project and a program manager. These are two
closely related job functions, yet they are fundamentally different in terms of roles and
requirements. In order to understand the difference between a a program and project manager, it
is first important to underscore the difference between a program and a project. A project refers to
a clear, concise, and planned set of interconnected activities whose completion leads to a target
outcome. On the other hand, a program refers to a collection of individual projects with similar
goals so that they are managed together.
Program Management
Program management deals with the management of inter-related projects. The manager is
tasked with controlling and coordinating efforts so that the projects achieve the desired outcome.
A program manager's primary function is to ensure that individual projects are aligned with the
firm's strategic goals and objectives (Beleslin & Raktovic-Njegovan, 2018). They are also tasked
with program benefits management, ensuring all projects are beneficial to the stakeholders. This
function requires a range of tasks, including individual project identification, evaluation, resource
allocation, etc. Another major task is stakeholder engagement, which includes reporting to the
company's management, project financiers, shareholders, and the community. The fourth task is
ensuring that the projects within the program adhere to relevant policies and standards. Standards
such as organization health and safety standards and international financial reporting standards are
crucial in this regard. Lastly, the manage the program lifecycle by assessing the lifespan of each
project.

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Anonymous
Very useful material for studying!

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