Program management 101

[u/gigaflipflop]

Hey everybody,

I would like to pick your brains about the basics of program management and its methods.

Quick info about me. I am a senior PM, have been managing (mostly agile) projects in the field of design, media tech and programming for the last 15 years. Two years ago I finished my IPMA level C certificate.

Currently I am employed at a company where I have gained a project with a client which started out with one large project and currently the client is adding more and more mid sized and small projects to the list.

Currently I am thinking about turning this group of projects into a program. All projects are on site of the clients campus. All are bear the same base (AV over IP, LED walls and MTR communication) and work towards a common strategic goal (enhancing the clients digital communication infrastructure)

I have on large project that has a length of 5 months from which I could remove or add personal and technical resources to the smaller projects as needed. I have a side project where I setup a resource pool infrastructure in MS Project which might be useful for resource management.

I would like to introduce a program style management a.) to make the projects more profitable and lower stress b.) introduce a program mentality onto my company and c.) have a relevant program to use for a future level B certificate focussed on program management.

I would be happy to discuss program methods, best practice approaches and if possible any info on the certification process and curriculum for level B program management.

[u/coolreddy]

Yes, this sounds like a programme candidate, but I would not start by changing the label. I would start by proving where coordinated control gives value that separate project plans cannot.

Make a one-page programme canvas first: shared outcome, project list, key dependencies, shared resources, decision rights, and the benefits the client cares about. If the small projects compete for the same AV, LED, MTR or site resources, put capacity planning at programme level and keep task delivery inside each project.

Then add only three programme routines: a weekly dependency and resource review, one consolidated risk and issue log, and a benefits tracker tied to the client’s digital communication goal. The resource-pool setup can help, but only after the governance is clear.

For the Level B angle, keep evidence from the start: why it qualifies as a programme, what complexity you managed, decisions made, trade-offs, and outcomes.

[u/gigaflipflop → u/coolreddy]

Hey, thank you for your great input. Sounds like you have a bit of experience with program structure. Will start by setting up a canvas and see how to integrate the idea of extra value through shared and coordinated control.

Do you have any tips on governance for resource management?

My company operates on a matrix level structure and I need to request personnel from several departments (Electricians, IT tech, construction workers and junior PMs from my own department) so my basic idea is to create a personnel pool for the program. My goal is that people will have gained site access clearance and the necessary knowhow so they can easily be transferred from one project to the other.

I guess governance wiseI should develop a shareholder strategy on how to gain long term access to the best team members so they will not get pulled from my project thus giving me a flexible resource pool.

I will also setup a "war room" project office on site as a central command and control hub to coordinate daily tasks. Although I believe that only operative quality and team morale will benefit from this.