www.rudeandersen.com • lars@rudeandersen.com • +45 5070 0070
Lars R. Andersen
Freelance CIO/CTO • Management consultant • Project manager • IT architect
Please note that the information here contains my personal viewpoints and not those of any present or previous employer
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Program managementThe task of holding overview and securing progress of a number of related projects is normally termed program management. To some extent it is simply a matter of size: if a project becomes large enough, the mechanisms required for managing it begins to resemble that of program management. In order to set up a program management structure and office, at least the following should be observed:
As the term “program” and correspondingly “program management” has quite a number of interpretations, an important first step, as noted above, is to agree on the purpose and scope of the program management and corresponding program management office. A structure for defining this overview is the following:
![]() The purpose of the model is to find the correct level of responsibility for the program management. Obviously, any combination of functions can be picked and put into the responsibility, but there is a natural order to things; for instance, it does not make sense to work with methodology compliance if there are no reporting templates.
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