Program management is a strategic field focused on delivering interdependent initiatives for business benefits that align with organizational goals, such as cost savings and competitive advantages. It differentiates from project management by encompassing broader scopes and ongoing governance, with program managers overseeing multiple projects designed to create measurable returns on investment. The document outlines the key characteristics and differences between projects and programs, emphasizing organized deliverables, executive support, and structured processes for success.

1. What is Program Management?
YOLANDA WILIAMS, PRINCIPAL
PGM CHEMISTY
http://www.linkedin.com/in/ybwilliams
ybw72@yahoo.com
An Overview

2. Why now ?
The field has seems to be an enigma
Elusive
• It can be difficult to locate information that differentiates from program
management from project management
Intangible
• In an environment where few programs are executed, program
management concepts cannot be grasped.
Inaccessible
• Immature IT shops do not have a formal program management framework
or career advancement opportunities into program management.
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3. Goals
Ensure that an understanding that the
utilization of programs for organized
deliverables can be a cost effective manner
to manage the business.
Define
Program
Management
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Discuss key
activities within
a program

4. Is it a person, place or a thing?
(shhh…. trick question)
Program management is a core
practical, strategic field of knowledge that is
designed to deliver interdependent
initiatives for benefits that align to key
strategic goals such as:
Obtain/maintain competitive advantages
• System efficiencies
• Cost savings
•
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5. Program-escape
(while you still can)
Programs are:
•
•
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Organized into projects, processes and peripheral
work efforts with one leader, i.e., program
manager, who is provides oversight and
management for all endeavors with the program.
Created with the intent to generate and deliver
business measurable benefits (ROI) that are
greater than that which individual projects would
generate if managed separately.

6. A Method to the Madness
Program management
will include :
Organized bundles
of activities
, projects, that
support benefit
delivery
Executive
leadership support
in both action (as
decision makers)
and deed (in
financial support)
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Processes to
facilitate and
govern how the
benefits are
delivered
Strategic Oversight
and Governance
detailing how
specific activities
will be managed for
positive results.

7. A Program… It Ain’t
A program is NOT
An extra-large (READ: HUMONGOUS) project that
is divided into smaller projects for ease of
managing work efforts.
• Ongoing operational work that goes on to no
end.
• A group of un-related projects that are
lackadaisically smashed together because they
have no other home
•
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8. Hey, you mentioned “projects”!
Projects are a way to
organize resources, tools
and processes in order to
meet certain objectives in
a defined period of time.
Projects are the
manner in which the
program initiatives are
created, executed, and
delivered.
Projects are finite in
nature; not lending to
support ongoing
operational concerns.
Projects should be
aligned to the scope
of the program.
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9. Is it still a Project if… ?
It ‘s Extra
Large : Yes
It lasts for
more than
a year : Yes
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• A project that is extra-large in size, even
with smaller projects for discrete
deliverables, is still considered a project
and managed under the guidance and
practice defined for project management.
• A project has defined start and end dates.
However, please watch out for scope
creep.

10. In Summary:
Project vs. Program Management
Project management
Projects are temporary endeavors with
a narrow scope for specific
deliverables
Programs have broad, over-arching
scope to provide specific
organizational advantages and/or
benefits
Projects teams are led by Project
Managers and consist of task-driven
professionals
Programs teams are led by Program
Managers and consist of strategydriven professionals
Projects are measured to be on time
and on budget
Programs are measured based on
return on investment
Projects are governed based on the
frameworks defined not only by an
existing project management
framework by also within the program
governance policies.
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Program Management
Programs create the governance to
drive project-level adherence but also
to provide greater benefit than
delivering projects individually

11. References
http://office.microsoft.com/en-us/project-help/a-short-coursein-project-management-HA010235482.aspx
http://www.pmi.org/en/Professional-Development/CareerCentral/What-Does-it-Take-to-be-a-Program-Manager.aspx
www.ptc.com/WCMS/files/45035/en/PGM-2079_v4-1.pdf
www.dau.mil/pubscats/.../atl/.../pei_ja08.pdf Cached
Brown, James T (2007-11-15). The Handbook of Program
Management (Kindle Locations 149-166). McGraw-Hill. Kindle
Edition.
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12. About Me…
http://www.linkedin.com/in/ybwilliams
ybw72@yahoo.com
Yolanda Williams is a Senior IT Manager knowledgeable in leading culturally diverse
global teams in enterprise-wide, highly complex solution delivery. Highlights include:
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Directed program and country-level portfolios up to $12 Million and up to 115
associates/3rd party vendors for cost savings, supply chain efficiencies, asset
protection and regulatory compliance in PCI, SOX and point of sales restrictions.
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Expert executing IT Enterprise Transformations by owning accountability and
responsibility for support, governance, standards, and services in program/project
management and service delivery to business teams and external customers.
SME specializations include:
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Point of Sale – Global Releases
Supply Chain: Replenishment and Order Management
PCI/SOX Compliance
IT Quality Assurance
Project/Program Management
Industry knowledge include:
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Gaming/Hospitality
Retail
Insurance Claims
Transportation
Logistics