Program Management for Improved Business Results, 2nd Edition

Part II

Delivering the Whole Solution

While Part I dealt with the strategic purpose of program management, Part II delves into details of how to manage a program from its inception to end of life. It consists of three chapters: Chapter 4, The Whole Solution; Chapter 5, The Integrated Program Team; and Chapter 6, Managing the Program.

Chapter 4 demonstrates how systems thinking is used as a way to simplify the level of complexity associated with many programs. To do so, we first explain the pressures and sources of complexity that are causing challenges within organizations and then introduce the whole solution concept for structuring a program into a set of interdependent projects and project enablers that can be used to satisfy customers and markets.

Chapter 5 continues the systems approach by exploring how to create an integrated program team that can effectively execute the program and deliver an integrated solution. Without careful consideration of how an organization's programs are structured, many or all of the benefits of program management will be unrealized. Having said this, our research has revealed that one of the most common errors businesses make in implementing program management is failing to understand the difference between a program team structure and a project team structure. Therefore, we detail the difference and then examine the process involved with forming an integrated program team that facilitates cross-organizational collaboration required for effective ...