During the course of this book, we have explored five stages of program management. First, we explained what program management is and then what and how it helps the organization accomplish their business strategies. We also addressed the need to align organizational business strategies with program operations and to illustrate how program management aids the company in delivering the winning value proposition in the form of the whole product.
We then detailed the process of defining, planning, and executing a single program and explained how program management metrics and tools are enforcers for successful execution of programs. Next we turned attention toward the program manager in which we explored the roles, responsibilities, and core competencies needed to successfully manager a program. Finally, we showed how a transition to program management can be executed in an enterprise and how a PMO can serve as both a business function and operational support organization for the program management discipline.
We now have one stage remaining. Part VI demonstrates through comprehensive case examples how program management is applied in four real-world examples. In the four cases that follow, we look at multiple elements of program management as they interact in more complex examples and contexts than the focused industry examples contained in the previous parts of the book.
In designing this section, we looked at multiple program characteristics such as ...