Program Management for Improved Business Results, 2nd Edition

Chapter 1Program Management

A lot has changed with respect to program management since we introduced the first edition of this book. Much of the literature that existed at that time consistently confused program management with project, portfolio, or operations management. Today, multiple standards exist and many volumes of white papers, articles, and books are readily available. As a result, the general knowledge about what program management is and why it is valuable has increased markedly.

While many different aspects and approaches to program management have emerged, we have been pleased to watch a convergence on what we believe is the single most important aspect of program management: it's about achieving business results.

Even the various standards, which by nature take a broad brushstroke at the subject of program management, state that program management is all about benefits realization, and benefits directly refer to achievement of the business goals of the enterprise and the organizations within the enterprise.

The purpose of this introductory chapter is to establish the foundational elements of programs and program management as it is practiced in our organizations and many of our clients' organizations, and explain how it is used to achieve a firm's strategic business goals.

This is the foundational information needed by anyone considering the introduction of program management within their organization, or for anyone needing a better understanding of how their ...