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They are generally bound by cost , resource, budget, and time constraints. Projects have clear end dates and short-term goals that give way to tangible outcomes or deliverables. Programs are composed of several underlying, interconnected projects. These projects complement and build off one another to achieve a larger, long-term business objective.
A successful program drives strategic benefits and organizational growth, rather than a single, tangible deliverable. It might ask its marketing team to create a demand generation program to drive CIO interest and conversion. Several projects—creating a CIO-targeted ebook and hosting a CIO-related webinar, for example—might then go into this program. The grid below offers a helpful side-by-side comparison of projects vs.
Think of a program manager as an architect who sketches a blueprint. Their responsibilities include enlisting teams, implementing strategies, measuring ROI, and other big picture initiatives. To get a better idea of a day in the life of a program manager, check out some typical program manager job descriptions here. Project managers oversee the operations of individual projects within programs. They coordinate time, budget, and resources to complete work within program guidelines, and report to the program manager on progress and any changes made to the initial project plan. The role of the project manager is more tactical than the program manager.
If program managers are architects, project managers are painters, plumbers, and electrical engineers. They focus mainly on execution and managing the functional elements of the project. This includes meeting deadlines, staying within budget, delegating tasks, and completing deliverables. So, you might be wondering: how much do project managers make?
Middle Managers in Program and Portfolio Management [Book]
And, in comparison, how much does a construction project manager make? Or, how much does an IT project manager make?
There are multiple kinds of project manager positions that exist; however, salary usually varies depending on the role of the project manager, location, and experience. Project Portfolio Management PPM is the centralized management of the processes, methods, and technologies used by project managers and project management offices PMOs to analyze and collectively manage current or proposed projects based on numerous key characteristics. The International standard defines the framework of the Project Portfolio Management .
It provides a framework for issue resolution and risk mitigation , as well as the centralized visibility to help planning and scheduling teams to identify the fastest, cheapest, or most suitable approach to deliver projects and programs. Portfolio Managers define Key Performance Indicators and the strategy for their portfolio . Pipeline management involves steps to ensure that an adequate number of project proposals are generated and evaluated to determine whether and how a set of projects in the portfolio can be executed with finite development resources in a specified time.
There are three major sub-components to pipeline management: ideation , work intake processes, and Phase-Gate reviews .
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Fundamental to pipeline management is the ability to align the decision-making process for estimating and selecting new capital investment projects with the strategic plan. These can include financial resources, inventory, human resources , technical skills, production, and design. The capture and prioritization of change requests that can include new requirements, features, functions, operational constraints, regulatory demands, and technical enhancements.
PPM provides a central repository for these change requests and the ability to match available resources to evolving demand within the financial and operational constraints of individual projects. With PPM, the Office of Finance can improve their accuracy for estimating and managing the financial resources of a project or group of projects. Human Capital Analytics. Gene Pease. The Leadership Scorecard. Porter Rose. Project Management for Non-Project Managers.
The Project as a Social System: Asia-Pacific Perspectives on Project Management
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Middle Managers in Program and Project Portfolio Management
Project Management at Work. Dorcas M. Cox MBA. The Wiley Guide to Project Control. Peter Morris.
Beginner’s Guide to Project Portfolio Management—Critical Steps, Tools, Benefits
Project Governance. Rod Beecham.
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Project Success. Emanuel Camilleri. The ROI of Pricing. Stephan Liozu. Agile Risk Management. Alan Moran. Cost Management: In Easy Way. Mohamed A. Risk Management in Software Development Projects. John McManus. Russell Michael. Leading Agile Teams. Doug Rose. Analytics for Leaders. Performance Coaching for Complex Projects. Tony Llewellyn. Alison Davis. Strategic Project Management. Paul Roberts.
What Is Project Management?
Lean Diagnostics. James Allen. Project Feasibility.