I live and breathe project management and program management, and maintain a blog about it but if you are just getting started, this page attempts to give you quick info that’s not too exhaustive and tiresome but gives a flavour of the what and why. Project Management is how change is planned, resourced, delivered, and implemented and managed through a change project or program of works, and for program management, its how change is managed through a collection of related, interdependent projects. Organisational change is the backdrop to change management. A Project management structure allows us to define parallel and phased workstreams through which a parcel of the deliveries that constitute the change can be created.

It is s a change delivery methodology that enables the crucial dimensions of programme deliverables to be S.M.A.R.T.  The PMI provides a pared down definition of Project Management, while this is their definition of Program  Management:

A program is a group of related projects managed in a coordinated manner to obtain benefits not available from managing them individually. Program management is the application of knowledge, skills, tools and techniques to meet program requirements. Organizations with mature program management are far more successful than those without it, according to our research.

Project Management Institute – PMI

Project management manages the mechanics of change delivery but may not by itself, fully manage the full spectrum of modification to people and process dimensions necessary to effect change adoption. Focuses on resourcing, budget, time and quality and while communications to senior stakeholders and governance parties are prioritised, communications to the organisation at large may be more limited.

What Project Management is

– Project Management is a progress management Change Delivery Methodology.

Project management is a change delivery methodology that enables the crucial dimensions of programme deliverables to be S.M.A.R.T.

– It enables change objectives to be broken down into parallel and consecutive and interdependent streams of work, known as work packages.

– Enables risks, issues and dependency workstreams and the risks around realising to be managed.

– It has a defined start and end and is a temporary initiative with a defined set of objectives and a team assembled for the express purposes of delivering that project

– Can be a trap for cognitive biases that may skew the outcome of the project unfavourably if not applied within a change management framework, which will help to challenge and combat confirmation and false consensus biases that may make it more difficult to win over stakeholders.

What Project Management is not

Simple and straight forward

Not necessarily agile

Not necessarily Change Management from the perspective of using the formal steps of a CM framework like Kotter’s  8 step Change Model

Just a set of templates, tools and structure.

Not a testing process.

Why would I need to do this?

To meet your business goals in a professionally structured, planned and risk assured way.


Reach your business goals with project and program management

When is this needed?

Regardless of whether an agile or some other methodology is used, project and programme management are change methodologies that enable change leaders and business leaders to implement their change agenda in an open, transparent, measurable and phaseable way. Deploying project or program management is normally necessary when some change/transformation needs to occur in your organisation without which your business would face some type of deficit, disadvantage and forfeit opportunities to create or gain advantages that would business competitiveness, presence and reputation.

So what are all the things that may need to be different? Well, people, process, operations, technology, tools, functions, org design, ways of working, roles and responsibilities, relationships with internal and external suppliers and vendors – any and all of these and more may need to change and all while business activities must continue. Business Transition recognises the people change element of the change landscape and endeavours to put people change at the center of the project and program management processes.

Project and Programme Managers

Project and Programme Management focus building and delivering on the components of change with the use of work packages, milestones and the management of risk and issues as progress is forecast, tracked and reported. It’s necessary to define and measure milestones. Project Managers and Program Managers in managing the budgets, cost, time and quality of deliveries, act as strategists, accountants, quality assurance gatekeepers and communications officers in some capacity or other. They are the champions and defenders of the business case and are the central point of contact for the project or program. 

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