EDUCATION

Programme and project management-personal reflection

Programme and project management-personal reflection

Introduction

In order to enhance and improve an organisation's performance, a process known as programme management is carried out for the management of various inter-related projects.

In order to define and implement business strategies, it is imperative that one has the knowhow of programme and project management. There is no set of practices or disciplines when it comes to programme and project management, although its significance is accepted all over. On the other hand, doing a project the right way is what Project Management basically is. In accordance with this view, project success means in-time delivery, to specification and to budget, while programme success implies major improvements to the organization in the long run. Benefits tend to represent any improvements that are achieved. By keeping within capacity to deliver changes, an organization must opt for those programmes which would take it to its strategic aims. Conversely, the delivery of tangible and visible benefits should result from the view that a programme is a large project, or a set or combination of projects.

A program, which consists of several projects, is overseen by the programme manger, and it includes the overseeing of status and purpose of all the projects. The programme manger has the authority to use the supervision in order to help project-level activity, thereby facilitating in achieving the overall goals of the programme. It can either be done through the providence of decision-making capability which is unachievable at the project level or through the providence of programme perspective to the Project Manager as and when required. Another way could be to come up with approaches and ideas for the solution of project issues which might have ramifications on the programme itself. It is imperative that cross-project dependencies are identified and managed in a programme. In addition, the Programme or Project Management Office (PMO) may not be able to effectively handle issues, risk, requirements, solution or design as a result of lack of insight into such issues. This insight may be easily provided by the Program Manager by collecting information and data from Project Managers, even though a specified role could be needed for complex or very large projects. Through this insight, the Program Manager could have a measure of confidence in achieving the goals of the programme.

Discussion

Personal reflection

I would like to analyse a set of projects to demonstrate the level of achievement I have made through the course of the assignment.

If we analyse a set of projects, for example new product design (through which a specification of design is delivered), changes to the line of production or factory (through which the capability to manufacture is delivered), marketing (through which advertisements, pamphlets and brochures are delivered) and training of the staff (through whom the new product is sold and supported).

They may be considered as various projects in a single programme, which is one way to look at it. However, practically there is a possibility that they could be managed as a ...