Program management - Wikipedia, the free encyclopedia. For the Microsoft Windows application, see Program Manager. In the software industry, program management is an aspect of software product management. Program management or programme management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering, industrial engineering, change management, and business transformation. The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project- level activity to ensure the program goals are met by providing a decision- making capacity that cannot be achieved at project level or by providing the project manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. In a program there is a need to identify and manage cross- project dependencies and often the project management office (PMO) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The program manager may be well placed to provide this insight by actively seeking out such information from the project managers although in large and/or complex projects, a specific role may be required. However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable. Overview and definition. Acquisition Specialist Job Description by William Henderson. An acquisition specialist’s responsibilities vary. What Is the Job Description for a Program Specialist for Autistic Behavior? Only when that capability is transferred to the line management and utilized by the host organization will the benefits actually be delivered. On this view, a program team cannot, on their own, deliver benefits. Benefits can only be delivered through the utilization of a new capability. Programs are normally designed to deliver the organisation's strategy or business transformation, such as an ambition to be the fourth biggest supermarket in a region by 2. According to one source, . Programs may include elements of related work outside of the scope of the discrete projects in the program.. Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed. Program managers should not micromanage, but should leave project management to the project managers. However, program management might need to deal with interdependencies, conflicts and resource or knowledge sharing among the projects it manages. In public sector work in Europe, the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization. For example, the Office of Government Commerce for the UK government. An alternative to the Office of Government Commerce's methodology for program management is that of the private sector Project Management Institute. Many organizations only run one program at a time, a program containing all their projects. In Project Management Institute terminology, this is more likely to be a project portfolio than a program. Some larger organizations may have multiple programs each designed to deliver a range of improvements. Some organizations use the concept of Systems Engineering where others use program management. Key factors. Governance must include a set of metrics to indicate the health and progress of the program in the most vital areas. Alignment. The program must support a higher level vision, goals and objectives. This is an example of Acquisition Program Manager resume with objective, responsibilities and experience that will guide you to write an optimized resume for your job application. It’s a broad set of responsibilities that cover more internal policy and external communications than individual corporate. Typical Duties of a Talent Acquisition Manager. Elite Partner Program; Contributors; Terms. Assurance. Verify and validate the program, ensuring adherence to standards and alignment with the vision. Management. Ensure there are regular reviews, there is accountability, and that management of projects, stakeholders and suppliers is in place. Integration. Ensure that component parts fit together properly to make the intended whole. Optimize performance across the program value chain, functionally and technically. Finances. Track basic costs together with wider costs of administering the program. Infrastructure. Allocation of resources influences the cost and success of the program. Infrastructure might cover offices, version control, and IT. Planning. Develop the plan bringing together the information on projects, resources, timescales, monitoring and control. On one view, projects deliver outputs, discrete parcels or . By combining these projects with other deliverables and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology. On this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks. The project manager's job is to ensure that their project succeeds. The program manager, on the other hand, is concerned with the aggregate outcome(s) or end- state result(s) of the collection of projects in a particular program. For example, in a financial institution a program may include one project that is designed to take advantage of a rising market and another that is designed to protect against the downside of a falling market. The former seeks to leverage the potential upside; the latter to limit the possible downside. Consider a simple analogy: Fix- A- Flat. This highly- pressurized aerosol product injects a leak sealant into a punctured tire to stop the outflow of air (project A) and concurrently re- inflates the tire (project B), resulting together in the outcome that is a tire that is once again functional (the program comprised projects A and B). The program manager has been described as 'playing chess' and keeping the overview in mind, with the pieces to be used or sacrificed being the projects. And also according to this view, successful projects deliver on time, to budget and to specification, whereas successful programs deliver long term improvements to an organization. Improvements are usually identified through benefits. An organization should select the group of programs that most take it towards its strategic aims while remaining within its capacity to deliver the changes. On the other hand, the view that programs are simply large projects or a set of projects allows that a program may need to deliver tangible benefits quickly. According to one source, the key difference between a program and a project is the finite nature of a project. A program is ongoing and implemented within a business to consistently achieve certain results for the business. A project is designed to deliver an output or deliverable and its success will be in terms of delivering the right output at the right time and to the right cost. Program management includes management of projects which, together, improve the performance of the organization. A program's success will be measured in terms of benefits. Benefits are the measures of improvement of an organization and might include increased income, increased profits, decreased costs, improved market position (ability to compete), reduced wastage or environmental damage, more satisfied customers. In central or local government organizations, benefits might include providing a better service to the community. In the course of achieving required results, business programs will normally understand related business constraints and determine the processes required to achieve results based on resources allocated. Improvement of processes is a continuous operation that very much contrasts a program from a project. At the lowest level project managers co- ordinate individual projects. They are overseen by the program manager who accounts to the program sponsor (or board). There will normally be a process to change the predetermined scope of a project. Programs often have to react to changes in strategy and changes in the environment in which the organization changes. Another view and another successful way of managing does not see any of the factors listed above as distinguishing projects from programs, but rather sees the program as being about portfolio management. On this view, program management is about selecting projects, adjusting the speed at which they run, and adjusting their scope, in order to the maximize the value of the portfolio as a whole, and as economic or other external conditions change. Yet another view is that a program management is nothing more than a large, complex project, where the integration aspect of project management is more important than in smaller projects. Integration management is a key feature of the Project Management Institute's approach to project management. In practice it is not clear that there is such a clear- cut distinction. 18,347 Acquisition Program Manager Jobs available on Indeed.com. Apply to 3,467 Acquisition Program Manager jobs in United States on LinkedIn. Sign-up today, leverage your professional network, and get hired. New Acquisition Program Manager jobs added daily. The Acquisition Manager is responsible for helping a department or company increase sales for both short term and long term. He/she works to increase a com. Chapter 4 Responsibilities and Authorities. Approves selections for Program Executive Officer (PEO), Direct Reporting Program Manager (DRPM), and Acquisition Category (ACAT) I/II PM positions. The ASN(RDA), via the. Projects (or programs) vary from small and simple to large and complex; what needs to be a managed as a program in one culture or organization may be managed as a project in another. Acquisition Program Manager, Senior at Tetra Tech. As a leading provider of consulting, engineering, and technical services worldwide, Tetra Tech seeks clear sustainable solutions that improve the quality of life. To achieve and sustain our goals, we need your talent and energy! As a member of our team, you will be encouraged to think outside the box and explore new technologies, ideas, and business trends that contribute to your personal and professional development as well as company success. A career with Tetra Tech means a diverse, collaborative work environment, opportunities to involve yourself in self- directed project efforts, work/life balance, and a wide range of benefits. With offices and project opportunities in locations around the world, you can find an opportunity that matches your career goals and geographic preference. Come discover how rewarding a career with Tetra Tech can be. Join the Tetra Tech Talent Network today and check out our current opportunities! What is a Talent Network? Talent Networks enhance your job search and application process. Whether you choose to apply or just leave your information, we look forward to staying connected with you. Why Join? Receive alerts with new job opportunities that match your interests. Share job opportunities through Social Media or email.
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