logo

MAN6303 - Program Management

   

Added on  2020-04-21

7 Pages1183 Words59 Views
Running head: PROJECT & PROGRAM MANAGEMENTProject & Program ManagementName of the StudentName of the UniversityAuthor Note

1 PROJECT & PROGRAM MANAGEMENTTable of ContentsPortfolio Entry 1: Project Vs Program.................................................................................2Portfolio Entry 2: Program Initiation...................................................................................3References............................................................................................................................6

2 PROJECT & PROGRAM MANAGEMENTPortfolio Entry 1: Project Vs ProgramYes, I agree with the approaches set out by the director of program and projectmanagement Mike Fritz. This is because Megatronic is a time-to market company and therefore,product delivery on time is the foremost criteria of the organization. The concept of project andprogram is completely different in this organization as the speed of product development ismainly important for Megatronic. The New product introduction or NPI is considered a result ofa program and modification of an already developed product is termed as a project. The conceptof program and project is although twisted, it is definitely linked to the original terms.Development of an NPI definitely requires a dedicated amount of time and maintaining the syncin different processes. In Megatronic, project generally refers to the modification of an alreadydeveloped product to make it more sustainable and cost effective. It has no relation with thedevelopment of NPI. The concept of a program and a project are tailored in Megatronic in orderto suit to the culture and the product types. Program managers are needed to be stay morefocused as they work on NPI. The concept of project and program is tailored in Megatronic asthe primary aim of the organization is to deliver new product within schedule in order to makemoney. Projects in Megatronic on the other hand require more tactical effort and therefore itneeds to be perfectly aligned with the business strategy. The program manager is thereforeresponsible for creating common languages throughout the organization and a program manger isconsidered as a business leader who is responsible for delivering the business on time. Thebonding concept further elaborates the technique that is used in Megatronic for successfuldevelopment of NPI. It defines the boundaries, requirements and evaluates different elements ofa program, which includes market size, finance, schedule, customer requirements, resources andspeed (Milosevic, Patanakul & Srivannaboon, 2010). The milestone is a strict criterion of a

End of preview

Want to access all the pages? Upload your documents or become a member.

Related Documents
MAN6303 The Concept of Program Management
|11
|2996
|52

Project, Program, and Portfolio Management
|11
|3279
|76

Project Management Assignment Megatronic
|12
|3218
|71

Project and Program Management Assignment
|12
|3533
|44

Develop Personal Learning Report
|13
|3550
|31

Program Management Portfolio Assignment
|16
|3498
|59