Program Management

Over on the Stategy & Projects blog, our colleague Allen Young has been looking at Organizational Change Management from every angle. (To read the entire five-part series, click here.) Today, in his final post on the topic, something he said about assessing individuals' capacity for change hit a chord.

Q: Is there a demand and a growing availability for strategic project managers, i.e. those who interact with C-levels to plan for company direction, initiation processes, should we do this project, etc.?   

Q: Typically, where in an organization do you find the PM0 fitting?  Does it make sense to have it as a standalone department to serve all areas?   

Often, when an idea hits corporate America, organizations embrace it without understanding what it really is. Because their understanding is sketchy, they implement it poorly and eventually, out of frustration, discard it or take actions that devalue it to a point of meaninglessness.

First off, Program Management isn’t simply project management on a grand scale. To be clear, a Program in this sense is defined by the Project Management Institute as “a collection of related projects managed together to achieve a result they might not achieve if managed separately.”