The domain of programme management is distinguish broadly from most other areas of management. To be a program manager, you must at least have a broad understanding of the needs of a business. It is a diverse body, with specializations and responsibilities.
In the general framework of program management, there are at least three management approaches in practice. Theory and practice of program management is defined in an MSP Training Course.
Techniques of Upfront Analysis, Programming, and Design Programmer Management
Start Programme Management with the end in mind
The starting point for programme management is a vision. This usually has to combine future focused and tactical management. The best practice in practice is a consistent or vibrant vision. Business goals, the vision of the company, and a time frame and review schedule to establish a system of control and reporting ensure that program management attempts avoid the generic sense of becoming monolithic.
A problem well understood is half solve. This is the premise of the design approach. The goal of the design approach is to design a system that will achieve future goals of the company. An effective design approach requires open dialogue of all the iterative director positions, those representing the various sectors of the business, and comprehensive collaboration among all the interested directors involved.
A first step in the design approach is the use of all the available information to determine the best possible ways to achieve the vision and the set of performance metrics for the company. Objectives try to answer the question: what must I do now, what would I need to do, and how would I do it. Objectives should be SMART objectives: Specific, Measurable, Achievable, Realistic and Time bound.
When they’re well prepare, quantitative and qualitative information can be integrate as a complete package into the design definition process.
Objectives cannot be develop in a vacuum. Each objective must be link to the goals of the company and to the key organizational metrics. They can’t be business driven, but it must be organizational driven.
Objectives must be in the form of what and what measures. The objective statements must: Be clear, positive, demanding (specifics), and time bound.
The implementation of the design plan is clearly define to achieve the objective(s) established by the design work. Objectives must be set for specific departments, divisions, cost centers (both financial and non-financial) and teams. Objectives should be measurable at the department, division and group level.
The implementation process includes an implementation timeline that builds high level statements of performance, and the prioritization of activities to increase the likelihood success of the implementation.
Design work should be a collaborative process where the inputs from all the involved and the wider business community (and the final stakeholders) must define as the purpose of the objective the design activities it will deliver. A key aspect of the success here is in the notion of testing which must be a key process in the design work. Design work must be flexible enough to allow for change.
The design must properly problem solve
Design is a critical 20% of the programme, of why the full effort is made and not unsuccessful. The design activity must solve a critical design problem such as a new product set. If this design problem is not identify in time, the full effort could have been a waste. The resources could also be waste by not developing or implementing a solution that could have been the best option for the business.
Objective driven activity must be: Components of the specific function or phase the design activity is being bear out in. Critical behavior across the design process. Contribution to the objectives of the design. This design process must be consistently evaluate, tracking throughout the process.