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

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Part II. Managing the Program

While Part I dealt with the strategic purpose of program management, Part II delves into details of how to manage a single program from its inception to end of life. It consists of four chapters—The Program Team, Program Definition and Planning, Program Execution, and Program Processes.

Chapter 5 is about the program team. It emphasizes two critical factors that matter when structuring a program. First, the program team structure must support the highly integrated nature of a program. Second, the program team structure must enable the fundamental elements for team success—from coordination of its activities and interdependent deliverables to collective problem solving. A fundamental lack of understanding in the difference between a program team structure and a project team structure often stands in the way of successfully structuring a program. This is mainly because managers incorrectly use their experience in establishing project team structures for programs; there is also a wealth of available information on establishing project structures, which contributes to this problem. The most effective program structure we've experienced is the core team structure. With the PCT structure in place, an organization becomes well-positioned to achieve improved business results, both strategic and tactical in nature. Strategic benefits relate to establishing a framework to link business strategy and execution output. Tactical benefits include providing the foundation ...

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