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Program Management for Improved Business Results by James M. Waddell, Russ Martinelli, Dragan Z. Milosevic

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Chapter 7. Program Execution

The previous chapter continued the discussion of how to successfully manage a program utilizing the program management discipline and practices by focusing on program definition and planning. This chapter will complete the discussion by describing how a program is successfully executed.

The role of the program manager during program execution is to manage the horizontal collaboration between the project teams and to ensure that the work of the multiple project teams remains in synchronization, with cross-project interdependencies and deliverables executed as planned. The project managers and other members of the PCT manage the work of their respective functional teams and ensure that the deliverables, milestones, and success criteria are achieved.

In practice it is common for a program to transition from a program manager who specializes in definition, planning, development and launch, to a program manager who specializes in maintenance of business and sustaining activities between the launch and sustain phases of the PLC. The role of the program manager does not change, only the person leading the program team. However, we are beginning to see more companies that are assigning a single individual throughout the life of a program—from concept to end of life. We mention this not to advocate one approach over another but to point out that there is not a single "best approach" to managing a program.

This chapter will put forth a process for program managers ...

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