The document discusses the differences between project managers and program managers. It finds that while there are some similarities, there are key differences in their job focus, challenges, and core competencies.
Project managers have a narrower focus on individual projects, their teams, and deliverables. Program managers have a wider span of control overseeing multiple linked projects. Their job challenges involve understanding diverse stakeholder needs.
The top competencies for project managers are analytical thinking and communication skills. For program managers, systematic thinking, strategic thinking and making tough decisions are most important due to their broader perspective overseeing multiple projects.
The role of the project manager based on pmbok6 by mm rahman stm skill that m...STM-Skill That Matters
A project manager is a person who is committed to a purpose and he/she can influence his/her follower to achieve his purpose. So to be a successful project manager what are the knowledge, skills, and competencies required that is described in this presentation.
The document discusses a project management competency model that assesses a project manager's knowledge, skills, behaviors, and attributes. It describes assessments that measure knowledge of project management principles, observable behaviors rated by others, and personality attributes compared to high performers. These assessments help identify training gaps, professional development opportunities, and strengthen performance.
This document appears to be a cover letter and resume for Amanda Langford applying for the position of Project Manager. It outlines her qualifications and experience in managing projects from start to finish. It also provides descriptions of the key responsibilities of a Project Manager, including planning, executing, and finalizing projects on time and on budget. It details the necessary education, including a bachelor's degree and project management certification, and typical salary ranges from $41,000 to over $120,000 depending on level of experience and industry.
William Rogers has over 30 years of experience in senior roles involving team management, program management, project management, and technology business development. He has delivered numerous IT projects and programs on time and on budget across various industries. His most recent roles include Project Manager for the ATO Web Site Transformation and Project Manager for Digicel Fiji's LTE launch and 4G network expansion.
The document discusses project portfolio management. It begins with defining a portfolio as a collection of projects or programs grouped together to meet strategic objectives, though the individual projects may not be directly related. It then discusses portfolio, program, and project management and how they interact and align with organizational strategy. Specifically, it notes that portfolio management facilitates resource allocation and measuring performance against strategy, while program and project management focus on more tactical delivery and ensuring benefits. Finally, it emphasizes that portfolio, program, and project management are about people and stakeholder management across all levels of the organization.
This document discusses creating a charter for a Project Management Office (PMO). It begins by explaining what a PMO is and what functions it can perform. It emphasizes that a PMO charter is needed to define the purpose and functions of the PMO for the specific organization. The document then provides guidance on developing a PMO charter, including gathering information on the mission, objectives, functions, critical success factors, metrics, staffing structure, and budget. It recommends using a template to help capture all the necessary information to define the PMO for the organization.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
The role of the project manager based on pmbok6 by mm rahman stm skill that m...STM-Skill That Matters
A project manager is a person who is committed to a purpose and he/she can influence his/her follower to achieve his purpose. So to be a successful project manager what are the knowledge, skills, and competencies required that is described in this presentation.
The document discusses a project management competency model that assesses a project manager's knowledge, skills, behaviors, and attributes. It describes assessments that measure knowledge of project management principles, observable behaviors rated by others, and personality attributes compared to high performers. These assessments help identify training gaps, professional development opportunities, and strengthen performance.
This document appears to be a cover letter and resume for Amanda Langford applying for the position of Project Manager. It outlines her qualifications and experience in managing projects from start to finish. It also provides descriptions of the key responsibilities of a Project Manager, including planning, executing, and finalizing projects on time and on budget. It details the necessary education, including a bachelor's degree and project management certification, and typical salary ranges from $41,000 to over $120,000 depending on level of experience and industry.
William Rogers has over 30 years of experience in senior roles involving team management, program management, project management, and technology business development. He has delivered numerous IT projects and programs on time and on budget across various industries. His most recent roles include Project Manager for the ATO Web Site Transformation and Project Manager for Digicel Fiji's LTE launch and 4G network expansion.
The document discusses project portfolio management. It begins with defining a portfolio as a collection of projects or programs grouped together to meet strategic objectives, though the individual projects may not be directly related. It then discusses portfolio, program, and project management and how they interact and align with organizational strategy. Specifically, it notes that portfolio management facilitates resource allocation and measuring performance against strategy, while program and project management focus on more tactical delivery and ensuring benefits. Finally, it emphasizes that portfolio, program, and project management are about people and stakeholder management across all levels of the organization.
This document discusses creating a charter for a Project Management Office (PMO). It begins by explaining what a PMO is and what functions it can perform. It emphasizes that a PMO charter is needed to define the purpose and functions of the PMO for the specific organization. The document then provides guidance on developing a PMO charter, including gathering information on the mission, objectives, functions, critical success factors, metrics, staffing structure, and budget. It recommends using a template to help capture all the necessary information to define the PMO for the organization.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet, or exceed, stakeholder needs and expectations from a project (Kerzner, 1992), In addition, it is commonly stated that project management is the planning, organizing, directing, and controlling of the resources fore a relatively short-term objective that has been established to complete specific goals and objectives. Project management uses the systems approach to management by having functional personnel, that is, a vertical hierarchy assigned to each specific project within a horizontal hierarchy (Pinto, J. & Slevin, 1988).
Here are the key functions of a project manager:
- Planning - Developing a project plan that defines the scope, schedule, budget, resources needed, risks, etc. This includes creating work breakdown structures, schedules, budgets, etc.
- Organizing - Establishing the project organization structure and defining roles and responsibilities. This includes building the project team.
- Leading - Motivating and leading the project team to achieve the project goals. This involves communication, resolving issues, and managing stakeholders.
- Controlling - Monitoring and controlling project progress by tracking schedule, budget, scope, quality, and risks. This involves reporting, change management, and issue resolution.
- Closing - Completing all project activities
Change Practice - Managing change in the real worldRobert Streeter
This whitepaper discusses the evolving role of project managers to effectively manage change in modern organizations. It notes that project managers must now take a more strategic, proactive role by developing skills in business analysis, leadership, and change management. Specifically, project managers are expected to work closely with executives to identify necessary changes, plan responses, and lead agile teams to implement solutions. The whitepaper also promotes the BCS Change Practice portfolio of training and certifications to help project managers and organizations develop the broad skills needed to successfully manage change.
Macrosolutions Consulting Service: Project Management Office (PMO) Implementa...Macrosolutions SA
Macrosolutions is a leading project management consulting firm that has implemented over 100 Project Management Offices (PMOs) across several industries in multiple countries totaling over $18 billion in investments. They offer consulting services to help companies establish autonomous or departmental PMOs, including assessing maturity, defining processes and templates, developing reports and dashboards, setting up appropriate technology and infrastructure, and providing coaching. The scope of work includes diagnosing issues, developing standardized processes and documents, establishing an executive reporting system, building a PMO team, and conducting proof of concept projects.
This document discusses three key project management concepts - stakeholder identification, leadership requirements for project managers, and communication requirements - and how they relate to the author's course objectives and career aspirations to become a U.S. Air Force officer. The author analyzes each concept in relation to completing coursework on project management and applying the skills as an Air Force officer. Stakeholder identification is important for understanding all parties involved in a project. Leadership requires strategically guiding others to success. Communication is a vital skill both for interacting with teams and stakeholders. The author believes mastering these concepts will help achieve goals in both school and career.
1) The document describes a risk management framework developed for semiconductor projects that combines elements from project management and failure modes and effects analysis.
2) The framework includes categorizing projects based on time and complexity, then applying a simplified failure modes and effects analysis process to identify risks.
3) The goal is to create a simple and easy to use risk management process that can be effectively applied in concurrent engineering environments common in the semiconductor industry.
The document discusses implementing a Project Management Office (PMO) at Regus, a multinational flexible office space provider. It begins with defining a PMO and outlining their common functions. It then analyzes Regus' current project practices, finding issues like a lack of oversight and unclear roles. To address this, the document proposes establishing a collaborative PMO to standardize processes, select projects strategically, and provide visibility into the project portfolio. It describes customizing the PMO approach based on feedback from cross-functional workgroups to best suit Regus' needs. The conclusion evaluates early impacts of the new PMO and considers next steps to continue maturing the approach.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
The document summarizes the challenges that often arise between engineering and project delivery functions in major infrastructure projects. It discusses how the different focuses of engineers on quality and project managers on time and budget can become polarized and lead to cost overruns and delays. To close this "gap", the document recommends that organizations develop an integrated view, create collaborative behaviors, cross-train roles, and build integrated leadership teams that bring both perspectives together to balance quality, time and cost. Successfully addressing this divide can improve business performance, engagement, and project delivery outcomes.
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
The document discusses various models for classifying project stakeholders and their needs. It also covers different project procurement strategies and their implications for integrating or separating the design and construction phases. Hierarchical, matrix and hybrid organizational structures are examined in terms of managing project teams. The key factors that influence a project manager's ability to successfully complete a project are addressing stakeholder expectations, developing a realistic schedule, clearly defining roles and responsibilities, managing scope changes, communicating effectively, and taking a leadership role.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
Project management involves planning, organizing, and managing work to complete a unique project within defined time and resource constraints. It aims to meet organizational goals through processes like defining the project scope, executing plans, monitoring progress, managing risks, and taking corrective actions. The Project Management Institute defines five main project phases: initiating, planning, executing, controlling, and closing. Key elements for project success include delivering on time, within budget, meeting quality standards, achieving intended outcomes, and satisfying stakeholder expectations. Project managers use various tools like charts, plans, and notebooks to help plan and track their work.
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
This document summarizes the proceedings of the fourth meeting of the Task Force on Public Participation in Decision-making under the Aarhus Convention. The meeting was organized jointly with ANCCLI and the European Commission's DG-ENER. It covered key outcomes of roundtable discussions on various nuclear-related topics, challenges to implementing public participation in nuclear decision-making, strategies to enhance public information and participation at the national level, and priorities for future work. Representatives from governments, intergovernmental organizations, the EU, national authorities, NGOs and the private sector attended.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet, or exceed, stakeholder needs and expectations from a project (Kerzner, 1992), In addition, it is commonly stated that project management is the planning, organizing, directing, and controlling of the resources fore a relatively short-term objective that has been established to complete specific goals and objectives. Project management uses the systems approach to management by having functional personnel, that is, a vertical hierarchy assigned to each specific project within a horizontal hierarchy (Pinto, J. & Slevin, 1988).
Here are the key functions of a project manager:
- Planning - Developing a project plan that defines the scope, schedule, budget, resources needed, risks, etc. This includes creating work breakdown structures, schedules, budgets, etc.
- Organizing - Establishing the project organization structure and defining roles and responsibilities. This includes building the project team.
- Leading - Motivating and leading the project team to achieve the project goals. This involves communication, resolving issues, and managing stakeholders.
- Controlling - Monitoring and controlling project progress by tracking schedule, budget, scope, quality, and risks. This involves reporting, change management, and issue resolution.
- Closing - Completing all project activities
Change Practice - Managing change in the real worldRobert Streeter
This whitepaper discusses the evolving role of project managers to effectively manage change in modern organizations. It notes that project managers must now take a more strategic, proactive role by developing skills in business analysis, leadership, and change management. Specifically, project managers are expected to work closely with executives to identify necessary changes, plan responses, and lead agile teams to implement solutions. The whitepaper also promotes the BCS Change Practice portfolio of training and certifications to help project managers and organizations develop the broad skills needed to successfully manage change.
Macrosolutions Consulting Service: Project Management Office (PMO) Implementa...Macrosolutions SA
Macrosolutions is a leading project management consulting firm that has implemented over 100 Project Management Offices (PMOs) across several industries in multiple countries totaling over $18 billion in investments. They offer consulting services to help companies establish autonomous or departmental PMOs, including assessing maturity, defining processes and templates, developing reports and dashboards, setting up appropriate technology and infrastructure, and providing coaching. The scope of work includes diagnosing issues, developing standardized processes and documents, establishing an executive reporting system, building a PMO team, and conducting proof of concept projects.
This document discusses three key project management concepts - stakeholder identification, leadership requirements for project managers, and communication requirements - and how they relate to the author's course objectives and career aspirations to become a U.S. Air Force officer. The author analyzes each concept in relation to completing coursework on project management and applying the skills as an Air Force officer. Stakeholder identification is important for understanding all parties involved in a project. Leadership requires strategically guiding others to success. Communication is a vital skill both for interacting with teams and stakeholders. The author believes mastering these concepts will help achieve goals in both school and career.
1) The document describes a risk management framework developed for semiconductor projects that combines elements from project management and failure modes and effects analysis.
2) The framework includes categorizing projects based on time and complexity, then applying a simplified failure modes and effects analysis process to identify risks.
3) The goal is to create a simple and easy to use risk management process that can be effectively applied in concurrent engineering environments common in the semiconductor industry.
The document discusses implementing a Project Management Office (PMO) at Regus, a multinational flexible office space provider. It begins with defining a PMO and outlining their common functions. It then analyzes Regus' current project practices, finding issues like a lack of oversight and unclear roles. To address this, the document proposes establishing a collaborative PMO to standardize processes, select projects strategically, and provide visibility into the project portfolio. It describes customizing the PMO approach based on feedback from cross-functional workgroups to best suit Regus' needs. The conclusion evaluates early impacts of the new PMO and considers next steps to continue maturing the approach.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
The document summarizes the challenges that often arise between engineering and project delivery functions in major infrastructure projects. It discusses how the different focuses of engineers on quality and project managers on time and budget can become polarized and lead to cost overruns and delays. To close this "gap", the document recommends that organizations develop an integrated view, create collaborative behaviors, cross-train roles, and build integrated leadership teams that bring both perspectives together to balance quality, time and cost. Successfully addressing this divide can improve business performance, engagement, and project delivery outcomes.
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
The document discusses various models for classifying project stakeholders and their needs. It also covers different project procurement strategies and their implications for integrating or separating the design and construction phases. Hierarchical, matrix and hybrid organizational structures are examined in terms of managing project teams. The key factors that influence a project manager's ability to successfully complete a project are addressing stakeholder expectations, developing a realistic schedule, clearly defining roles and responsibilities, managing scope changes, communicating effectively, and taking a leadership role.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
Project management involves planning, organizing, and managing work to complete a unique project within defined time and resource constraints. It aims to meet organizational goals through processes like defining the project scope, executing plans, monitoring progress, managing risks, and taking corrective actions. The Project Management Institute defines five main project phases: initiating, planning, executing, controlling, and closing. Key elements for project success include delivering on time, within budget, meeting quality standards, achieving intended outcomes, and satisfying stakeholder expectations. Project managers use various tools like charts, plans, and notebooks to help plan and track their work.
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
This document summarizes the proceedings of the fourth meeting of the Task Force on Public Participation in Decision-making under the Aarhus Convention. The meeting was organized jointly with ANCCLI and the European Commission's DG-ENER. It covered key outcomes of roundtable discussions on various nuclear-related topics, challenges to implementing public participation in nuclear decision-making, strategies to enhance public information and participation at the national level, and priorities for future work. Representatives from governments, intergovernmental organizations, the EU, national authorities, NGOs and the private sector attended.
Our eyes are one of the most important parts of our body. They are also one of the most sensitive parts, making it all the more important to take special care of them. Some of the common eye problems are blurry vision, watery eyes, dry eyes, red eyes, itchy eyes, etc.
Cosmic Adventure 4:1-4 Earth vs ZyrkoniaStephen Kwong
The tournament between Earth and Zyrkonia finally started. The first subject of contention is the difference between conventional light and superlight.
Top 5 contracts administrator cover letter samplesrestzonst
This document provides resources for contracts administrators seeking employment, including cover letter samples, resume examples, and interview preparation materials. It lists top cover letter samples, secrets for writing effective cover letters and resumes, resume examples, interview questions and answers, and other job interview tools on the coverletter123 website. The website contains materials for writing cover letters, resumes, and preparing for interviews for contracts administrator roles.
1. The document discusses two individuals, ID 322 and ID 700, who have atypical or outlier values compared to the sample means. ID 322 has extreme values on both the outcome and predictor variables, giving it high influence. ID 700 has the most atypical leverage, which could impact regression statistics unpredictably.
2. The intraclass correlation decreases from model II1 to model II2B, indicating adding control variables at level-2 explains more between-group variation than level-1 variables.
3. A likelihood ratio test shows model II2B fits significantly better than a nested model without age variables, warranting their inclusion. The coefficient for age 48 can be interpreted as giving $1.284 more on
This document discusses various topics related to GSM drive testing including:
1. The purpose of drive testing is to verify network performance for new or existing sites by checking coverage, site performance, troubleshooting problems, and benchmarking against competitors.
2. Types of drive tests include new site tests, benchmarking tests, migration tests after upgrades, and route tests.
3. Coverage verification tests involve driving routes and measuring idle mode parameters like Rx Level Full to identify cell footprints.
4. Information needed before drive testing includes site data, maps, frequency plans, neighbor lists, and test equipment.
Technical Report - Intensity Distribution and Light Output RatioMartin Jesson
This document compares the light output ratio (LOR) of four common lamps - a 20W Philips CFL, 100W Philips Softone incandescent, 70W Philips halogen, and 100W Sylvania incandescent. It conducts a photometric test of each lamp in a Dot 122 downlight luminaire and calculates the zonal flux and LOR. The 20W CFL had the highest LOR of 0.632, followed by the 100W Sylvania at 0.558, 70W halogen at 0.510, and 100W Softone at 0.538. Limitations of the experiment are noted regarding measuring only one intensity plane and potential lamp mispositioning within
Matthew T. DeCosse has over 7 years of experience in healthcare administration, quality assurance, and laboratory roles. He holds an MBA and various certifications in billing administration and Epic software. Currently he works as a Business Systems Analyst at the University of Wisconsin Medical Foundation, where his responsibilities include assisting with IT initiatives, system configuration, and user training. He aims to leverage his skills in project management, data analysis, and quality improvement processes to advance his career in healthcare administration.
This document contains the resume of Florel R. Centeno which summarizes her objective of joining a reputable institution for professional growth, her 15 years of experience as a customer service representative at PLDT Subic Telecommunication, and her education which includes a Bachelor's degree from Columban College in Olongapo City.
Top 5 server administrator cover letter samplesrestzonst
This document lists useful materials for server administrators seeking jobs, including cover letter samples, resume examples, and interview questions and answers. It provides links to resources on cover letters, resumes, interview questions, dress codes, written tests, closing statements, and case studies to help server administrators prepare for interviews. Specifically, it links to 63 cover letter samples, a guide to writing effective resumes, top interview questions, and tips for various types of interviews.
Health has always been the most discussed subject in our daily lives. When people talk about health, they generally feel that they need to attain good health for just a disease free body. This tips will keep you fit & healthy and is useful in daily life.
Katharine Martin is applying for a position and has included her resume. She has experience working in retail, hospitality, and fitness industries in both Australia and Western Australia. Her resume details her education in communication and advertising as well as her work history spanning over 5 years which includes roles as a waitress, bartender, retail worker, and gym assistant. She believes her skills in communication, reliability, and customer service would be an asset to any organization.
Dinto Sunny is a computer engineering diploma holder seeking a responsible position in software development or hardware/networking. He has expertise in web tools, networking, Linux, Windows operating systems, software like MS Office, Adobe tools. He has experience in projects involving automatic traffic control systems and accident detecting messaging systems using microcontrollers. He is proficient in skills like problem solving, planning, technical qualifications include web development, networking, hardware maintenance. He holds a diploma in computer engineering and is pursuing a technical board.
Role of a Project Director in an Organization.pdfDivya Malik
The project director ensures that the various tasks within a project are completed on time and without any snags. It's important for them to be productive and efficient, as this role has a lot of responsibility. A project director is also relatively well-skilled, which means they're always driven to achieve results and stay focused on their goals.
HR project managers work across many fields and sectors to ensure human resources programs support long-term goals of both HR and project teams. HR project managers juggle many projects while meeting needs of individuals. They are tasked with developing new HR programs and initiatives, including training seminars. HR project managers require strong communication, analytical, leadership, and relationship management skills. Employers seek candidates with a bachelor's degree in HR or related field and around four years of experience.
Attitude Adjustment (contribution to PM Network Magazine, May 2015 IssueChristian de Loës
The document summarizes advice from seven experienced program managers on how project managers can prepare to take on broader, more strategic program manager roles. Some key points include:
- Be proactive in resolving conflicts rather than reactive, think about governance and stakeholder alignment.
- When gaining responsibilities as a program manager, you give up some direct control over project tasks but look for risks and issues across projects.
- Get senior management aligned around strategic objectives, think like an executive, and focus on benefits realization.
- Develop a program plan that visualizes how projects fit together and achieve organizational objectives. Understand team personalities to select the right project managers.
The document summarizes advice from seven experienced program managers on how project managers can prepare to take on broader, more strategic program manager roles. Some key points include:
- Be proactive in resolving conflicts rather than reactive, think about governance and stakeholder alignment.
- When gaining responsibilities as a program manager, you give up some direct control over project tasks but look for risks and issues across projects.
- Think and act strategically, ensure executive sponsorship of the program, and help stakeholders visualize progress toward benefits.
- Develop a program plan that connects all projects and activities to organizational objectives, and understand team personalities to select the right project managers.
Making the leap from project manager to program
manager requires not just different skills but a different
mindset. We asked seven experienced program
managers, “What should project managers
know and do when taking on broader, more
strategic roles?”
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
The term ‘project management’ initiated its journey in the early 1950s. By definition, project management is the practice of planning and organizing an organization’s resources in order to move a specific task to completion. Before acquiring knowledge in project management, it is significant to know what a ‘project’ is. For this, you can avail our project management assignment help
This document provides an overview of a construction company called Kelana Mekar Sdn Bhd. It discusses the company's background, vision, mission, objectives, and organizational structure. It also describes the importance of management skills like technical, conceptual, and human skills for the construction industry. The four main management functions - planning, organizing, leading, and controlling - are explained in detail as critical processes for achieving goals effectively and efficiently. Overall, the document outlines the management approach and framework for Kelana Mekar as a construction firm.
4 Project Goals, Scope, and CharterChaosDigital VisionGe.docxgilbertkpeters11344
4 Project Goals, Scope, and Charter
Chaos/Digital Vision/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Define important project management terms, including project goals, objectives, deliverables, and outcomes,
and understand how they fit into the project planning framework.
• Explain the purpose of strategic planning in linking organizational goals to programs and projects.
• Create project goals, objectives, and metrics.
• Write a project charter and scope of work.
• Discuss constraints and their role in project management.
• Identify aspects of project planning that can affect the success of a project.
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Introduction
Pretest
1. The goal of a project is to produce satisfactory deliverables on time and within budget.
a. True
b. False
2. Organizations do not always view projects that exceed their budgets as failures.
a. True
b. False
3. Organizations that avoid committing to long-term goals are more agile and therefore
more effective.
a. True
b. False
4. A statement of project goals describes top management’s expectations for a project.
a. True
b. False
5. Satisfying customers means meeting their service or product requirements.
a. True
b. False
6. The end users who purchase a product from a retail outlet are stakeholders in the
project process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
You have probably been part of an organization or team activity that did not appear to have
direction, purpose, or goals. This kind of experience sometimes produces frustration, espe-
cially in organizations that are supposed to have a purpose, simply because people want to
know that they are part of something larger than themselves and that they can make a dif-
ference. Sometimes organizations have goals, but it seems like only top management knows
what they are. This chapter will explore the value of having organizational and project goals
and sharing them with the people charged with realizing them.
This chapter follows up on earlier chapters that dealt with the field of project management,
project phases in the cycle, and organizational design. The chapter will address how projects
are started, how they are aligned with the organization’s goals, and how individual project
goals and objectives are set to serve customers.
Once a project is selected and initiated in phase 1, phase 2 involves defining the project in a
project plan and preparing the project framework for execution. The next five chapters will
address the highlights and critical activities and tools used in this phase. This chapter discusses
important front-end planning activities such as setting project goals and objectives, linking the
H1
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bar81677_04_c04_115-148.indd 116 9/9/14 10:46 AM
Section 4.1 Project Goals and Objec.
1092019 New Transcript Templatemedia.capella.educoursem.docxaulasnilda
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P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
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This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
The document discusses a case study of implementing change management in a government R&D organization in India. The organization previously had a project-based structure but faced challenges like missed deadlines, duplication of work, and low customer satisfaction. It implemented a matrix structure with groups for design, development, testing, and implementation. This improved documentation, reuse of components, reduced defects and costs, and increased customer satisfaction. Key aspects of the successful change management included establishing urgency, building a dedicated team, empowering staff, and making the change permanent.
The document summarizes an interview with Antonio Nieto-Rodriguez, the Director of Program Management Office at GlaxoSmithKline Vaccines. Some of the biggest challenges facing program managers include overcoming a lack of understanding about the value of program management from executive teams and perceptions that anyone can fulfill the program manager role. Global trends will increase the need for collaboration across international and cultural divides. When creating a PMO, it is important to get executive buy-in, recruit from multiple departments to broaden skills, and implement standardized processes while allowing flexibility. Transitioning to program management requires strong business and communication skills in addition to project management skills.
The document discusses various approaches to project management including PMBOK, PRINCE2, and Six Sigma. It provides details on:
1) The five process groups and ten knowledge areas that PMBOK recognizes as typical for almost all projects.
2) The key aspects that PRINCE2 emphasizes such as organizing/planning before starting work and controlling a project once started.
3) How Six Sigma uses green belts and black belts for projects and that these typically last 4 months, with management control through goals rather than formal project management.
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In this webinar, Global Program Manager, Scrum Master, and Educator Ordonna Sargeant will provide you with key takeaways to apply when managing a complex portfolio!
Top-performing organizations increasingly recognize that effective program and project management is essential to today’s complex operational environments. This ISG white paper examines common issues around project management, and discusses steps that organizations can take to design and implement an effective Program/Project Management Office (PMO) to address these issues and ensure consistent oversight of critical operational projects.
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We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
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The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
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• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
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Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
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1. 37 Defense AT&L: July-August 2008
Peisach, a consultant at Cambria Consulting, has designed and imple-
mented talent development solutions for project and program manager
roles in numerous client organizations. Kroecker, a partner at Cambria
Consulting, has led the development of an online program manager as-
sessment center and a project manager 360-degree feedback process.
P
roject manager or program manager—what’s the
difference between the roles? Many organizations
are asking themselves this question, and the an-
swer often varies significantly, even within the
same organization. In some circumstances, the
titles denote a difference in seniority or compensation.
In others, it implies a significant difference in scope of re-
sponsibilities and organizational impact. And sometimes,
there is no meaningful difference at all outside of tradi-
tional naming conventions within an organization.
Why does identifying the differences between the roles
matter? Because it is important to be able to identify
unique responsibilities and important characteristics of
any job. Clear role definitions are important in setting the
appropriate expectations for individuals in these or any
roles. People need to know the definition of their roles and
what their duties involve in order to perform their jobs
successfully. They need to know how to move toward the
next level in their careers. If an organization does not have
a clear view of these expectations, there is no way to com-
municate them to its employees. An employee without
clear expectations lacks direction, and that makes it very
difficult for organizations to train and develop employees
to the competencies that fuel high performance.
Why is it particularly important to understand the differ-
ences between these specific roles? Program manager is
a role that many project managers aspire to; it is like an
über-project manager, often handling the most strategic
and important programs for an organization. By outlin-
ing the similarities and differences between the roles, we
hope to enable individuals to better understand and plan
their own careers or the careers of their team members.
For the purposes of this article, these similarities and dif-
ferences are loosely organized by job focus, challenges,
and key capabilities.
P R O G R A M M A N A G E M E N T
Project Manager and
Program Manager
What’s the Difference?
Jeffrey Peisach • Timothy S. Kroecker
Differences in Job Focus
The job focus of the project manager is both narrower and
deeper than that of the program manager. Project manag-
ers are responsible for the project, the project team, and
the outcomes the team is working on. Program managers
have a greater breadth of responsibilities, oversee multiple
project teams, and are held accountable for the overall
outcome of the program. There may be numerous proj-
ects that feed into a program, and the program manager
2. Defense AT&L: July-August 2008 38
must monitor them all and understand how each contrib-
utes to the success of the program.
Project managers are responsible for a deep level of tech-
nical knowledge about their projects. Often, the success
of their projects depends upon their attention to technical
details. Program managers may have the same level of
technical knowledge, but they are responsible for under-
standing a wider variety of issues and appreciating the
most salient of those issues and the impact they may
have on other projects or the program as a whole. In
order to be successful in the role, a program manager
must often resist the instinct to dive deep into technical
details and instead strive to see the projects from a more
holistic perspective. While a project manager is focused on
completing deliverables and hitting milestones on time,
a program manager needs to know how slipping on one
deadline impacts other projects and milestones as well
as what risks that creates for the program.
Project managers are responsible for the execution and
implementation of processes and the use of standard or-
ganizational systems and tools. The role of the program
manager is to work with the organization to establish what
these standards should be and to oversee the develop-
ment of the tools and systems to effectively and efficiently
manage projects.
Differences in Job Challenges
Given the differences in job responsibilities and focus, it
stands to reason that the challenges project and program
managers face in the accomplishment of their jobs are
also different.
Project managers face difficulties adhering to processes
and using systems that are designed to meet organiza-
tional needs. For legitimate reasons, these processes and
systems are often developed to support a variety of proj-
ects and meet the needs of the business, not the needs
of any specific individual. It is the project manager’s
challenge to interpret generic or overarching guidelines,
PROJECT MANAGER PROGRAM MANAGER
Narrow Span of Control Wide Span of Control
BreadthhtpeD
MacroorciM
Project Management Portfolio Management
Execution & Implementation Tools, Systems & Processes
vs.vs.
Differences in the Job Focus of Project
and Program Managers
PROJECT MANAGER PROGRAM MANAGER
vs.vs.
Process DevelopmentecnailpmoCssecorP
Cross-Business/EnterprisenctionaluF-ssorC
Time Management and
People Coordination
Orchestration and
People Management
Project Completion on Time,
on Budget, and to Expectations
Return-on-Investment
and Value Delivery
Conflicting Project Requirements Competing Business
Strategies and Objectives
Job Challenges Faced by Project and Pro-
gram Managers
3. 39 Defense AT&L: July-August 2008
processes, and systems in order to leverage those items
effectively in a specific project. For the program manager,
the challenge is not only to develop systems and tools
that can be reasonably applied to a variety of projects,
but also to ensure the disciplined application of standard
practices and procedures across linked projects that all
relate to one organizational program. These challenges
involve understanding the perspectives of various groups
and meeting diverse and sometimes contradictory needs
at a level beyond that of a project manager.
Project managers tend to work cross-functionally, whereas
program managers are more likely to work with stakehold-
ers across the entire organization. They both face chal-
lenges in spanning boundaries and must work to meet
the needs of multiple constituents, but the magnitude is
greater for the program manager. Often, project managers
oversee projects that serve several internal and external
customers. For example, if the project is the implemen-
tation of software to track human resource transactions,
the project manager faces the challenge of working with
information technology representatives, human resources
employees, and perhaps accounting and finance special-
ists. Following along the same lines, the program manager
may be charged with the implementation of an enter-
prise-wide system to track employees and all information
related to them from hire to retirement. The program
manager is then dealing with customers in other func-
tions as well, often across several business units. In this
scenario, the project manager is most likely to interact
with subject matter experts, line managers, and other
project managers, while the program manager is influenc-
ing those at higher leadership levels.
Benchmark Analysis of Competencies
Competencies are defined as the skills, attributes, and
capabilities that characterize high performers. A compe-
tency model is the collection of competencies designated
to a specific job role or organizational level. We performed
studies for a variety of organizations to help them deter-
mine what the key competencies are for individuals in
both project manager and program manager positions.
Competency models developed in partnership with our
clients were examined to determine the core capabilities
needed to be successful in each of these roles as well as
the important differences between them.
Our benchmark analysis incorporated competencies for
16 distinct project and program manager roles across
13 organizations specializing in technology, manufactur-
ing, pharmaceuticals, retail, financial services, aerospace,
information technology services, and utilities, as well as
from the federal government.
In order to suitably compare the most critical capabili-
ties across different roles and organizations, we created
a common language of concepts intended to cover a
number of different competency names and titles. For
example, Focus on the Customer in one competency model
and Builds Strong Customer Relationships in another both
fall under the umbrella of Customer Focus in our list.
It is important to note that some benchmark competency
models also have a greater amount of subtlety and detail
than others. In other words, some client models have sev-
eral competencies that fall under the same concept while
others only have one. For example, one project manager
competency model includes both Manage Complex Activi-
ties and Time Management. For the sake of the analysis,
both of these competencies are counted as one vote for
the concept Planning and Organizing.
There are important parallels across the roles. For example,
Results/Goal Orientation is important to both for obvious
reasons. Team Building/Management is also found on both
lists. People in each job must manage their teams—gen-
erally in an informal capacity—to set expectations and
ensure resources are being effectively executed.
Influence is also an important competency for both roles,
though it may be leveraged in different ways. Project man-
PROJECT MANAGER PROGRAM MANAGER
Analytical Thinking Systematic Thinking
Communication Skills Interpersonal Astuteness
Business Orientation Results/Goal Orientation
Results/Goal Orientation Influence
Influence Team Building/Management
Team Building/Management Strategic Thinking
Customer Focus Making Tough Decisions
Top Competencies Per Role
Project/Program Manager continued on page 51
4. 51 Defense AT&L: July-August 2008
Teleworking—using the Internet, home telephone, and
even private fax machines to work from home or an al-
ternative location—is getting more and more recognition
from senior policy makers. After all, it’s not just a way to
cut down on energy and water costs or to reduce emis-
sions from vehicles.
“A telecommute program would allow employees to work
from home when they, or their family members, get sick.
Periodic transit strikes, bad weather, traffic incidents, and
increased security due to terrorism threats at transporta-
tion hubs might also prompt employers to think about
setting up a telecommute program,” said John Edwards,
chairman and founder of the Telework Coalition, in the
Winter 2006 It All Adds Up newsletter.
The U.S. Senate recognizes the benefits of teleworking.
In November 2007, the Senate Homeland Security and
Governmental Affairs Committee voted to make it easier
for federal employees to telework by passing a bill that
would allow all federal employees eligible to telework,
excepting those who work in intelligence, those who work
with sensitive information, and those whose job requires
a physical presence. This is a step beyond the previous
telework policy, which stated that only those granted su-
pervisory approval could telework. In 2006, the Office of
Personnel Management reported that only 111,549 federal
employees out of 1.8 million teleworked. That number
will hopefully continue to grow.
“I have a 90-mile commute, so it is a long one. But tele-
working on an ad hoc basis does save a great deal of
time and gas. That time saved is recaptured doing work,”
said Paul Ryan, the Defense Technical Information Center
administrator. DTIC offers all of its employees the option
to telework on a regularly recurring basis or an ad hoc
basis, and about 70 percent of the center’s workforce
teleworks.
Change is A-Comin’
It’s not going to happen overnight, but change is coming
for DoD. Growing energy dependence is risky for depart-
ment operations, as President Bush pointed out, and there
need to be better energy practices. Also, environmentally
friendly techniques such as telework can help protect the
department from lost productivity resulting from terror-
ist attacks. Recent policies and orders demonstrate that
better accountability for the department’s environmental
practices will benefit the department.
Ultimately, there’s just one Planet Earth. Just as the warf-
ighter defends our country, DoD can defend our planet.
The author welcomes comments and questions
and may be contacted at carol.scheina@dau.mil.
51 Defense AT&L: July-August 2008
The authors welcome comments and questions
and can be contacted at jpeisach@
cambriaconsulting.com and tkroecker@
cambriaconsulting.com.
agers are likely to influence down or across to motivate
others to meet deadlines, complete deliverables, or pro-
vide information and expertise. Program managers have
a greater need to influence up in order to gain buy-in at
program inception and secure the resources necessary
for successful implementation.
As for the differences, the number one competency for
each role is telling. Project managers use Analytical Think-
ing to evaluate issues, adjust plans, and solve problems as
the project progresses. Program managers, however, must
maintain a broader view. They use Systematic Thinking to
track the interconnections across projects and recognize
issues or conflicts that will put milestones at risk.
Program managers also need to understand the impact
their programs will have on other areas of the business.
Their focus on strategic thinking and the overall business
processes differs from that of a project manager, whose
customer focus is directed on the short-term needs of
internal or external customers.
In terms of the differences in competencies between the
two roles, we should note that the program manager is
likely to have been a project manager at some point in
time and has already developed the skills and competen-
cies required for success in that role. Also, the goal here is
to discuss the most important professional competencies
for each role. There are certainly other relevant functional
and technical skills. That is, just because communication
skills are not listed among the most important competen-
cies for program managers, it’s not to imply the skill isn’t
useful. However, our data show that communication skills
do not differentiate the high performer from the average
performer as much as the competencies on our list.
What Does It All Mean?
Although there are similarities between project managers
and program managers, there are fundamental differences
as well. Recognizing these differences can help organiza-
tions enhance the impact of their selection processes,
training and development efforts, and performance man-
agement systems. Recognizing and articulating the differ-
ences in a clear and compelling way will lead to greater
productivity and business results.
The authors wish to thank Joyce Quindipan for her contribu-
tion to this article.
Project/Program Manager continued from page 39