Program Management Project: Comprehensive Analysis and Application

This project delves into various facets of program management, beginning with a comparison of projects and programs, drawing on real-world examples. It examines the importance of program initiation, including the evaluation of different systems and the decision-making process involved. The project also focuses on stakeholder engagement, analyzing the ideal decisions of an executive team and the critical role of stakeholder management. Furthermore, it explores program governance, emphasizing the effectiveness of tools like the program strike zone and discussing the advantages and disadvantages of such systems. The project underscores the significance of clear boundaries and critical success factors in program management, providing a comprehensive overview of best practices and strategies. This project is a comprehensive analysis of program management, covering project vs. program, stakeholder engagement, and governance.

Running head: PROGRAM MANAGEMENT
Program Management
Name of the Student
Name of the University
Author Note

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Table of Contents
1. Portfolio Entry 1: Project Vs Program.............................................................................2
2. Portfolio Entry 2 – Program Initiation.............................................................................3
3. Portfolio Entry 3 – Program Stakeholder Engagement...................................................5
4. Portfolio Entry 4 – Program Governance........................................................................6
5. Portfolio Entry 5 – Program Theory................................................................................8
References..........................................................................................................................10

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1. Portfolio Entry 1: Project Vs Program
I agree with the approaches set out by Mike Fritz as the definition of the project or
program is although twisted in case of Megatronic but helps in producing flawless products. The
bounding box concept followed in the organization is quite interesting and effective. The concept
of program in the organization has an aim of delivering new products. The products that are
released after certain modification including the cost cutting, increasing sustainability is referred
to a project. Therefore, the concept of the project and the program is very interesting and
different in this case with a clear and effective definition of the same. This is therefore an
efficient approach of managing the different processes and operations of product development.
The program is planned keeping in mind the requirements and the set boundaries of the bounding
box theory. This ensures the delivery of product within the schedule as the schedule conditions
and the boundaries are very tight in the bounding box concept. Furthermore, the different factors
of the bounding box concepts depend on risk, size and opportunity (Milosevic, Patanakul and
Srivannaboon 2010). The approver of the management, which mainly includes the major
stakeholders and sponsors determines the different range of condition that defines the bounding
box. Therefore, the concept of the box depends on the agreement of the stakeholders, which
relates to the concept of the traditional program management as well. I agree with the set
approach by Mike Fritz because the policies that are proposed consider NPI or new product
introduction as their top endeavor. This helps the programs to win over project. This is a great
concept that works in favor of the business profit for the organization, as the NPI is responsible
for increasing the market value and the popularity of Megatronic across the globe.
The company Megatronic has an interesting way of distinguishing between projects and
programs. The only advice I want to give to the company is that the their process of

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differentiating a project and the program is very different from the normal definition of these two
entities and therefore the new employees should at first be thoroughly trained about these
methods. This is essential, as the definition of these common terms is very different in
Megatronic (Milosevic, Patanakul and Srivannaboon 2010). Another suggestion that I would like
to give the company about the differentiation between project and programs is that the program
development in the company is subjected to completion of a program within the schedule
without considering its cost. This can be avoided with a planned approach of project or program
management. This is essential because following the traditional approach of developing a
program, the cost of production may exceed far beyond the limit than expected. This can have a
negative effect on the company. Furthermore, completing the project within a constricted
timeframe may have adverse effect on the product and its development. However, the process
and the definition of program and project are very clear and the way they do the works are lucid
as well.
2. Portfolio Entry 2 – Program Initiation
The solution that I would suggest is the chemical based security system proposed by the
Early Birds, Ltd. This is because it meets the standard and complies with the law. This is because
although it is not the system with the lowest cost, it is a system with a reasonable cost.
Furthermore, this system is easy to use to some extent. The company has a prior business
relationship with this vendor and therefore negotiations may be possible, which result in
lowering the cost of the system. The system is needed to be implemented within the next 60 days
and this system is generally delivered within the 30 days of order placement (Milosevic,
Patanakul and Srivannaboon 2010). Therefore, it would help in installment of the system within
the deadline. The most important aspect of this system is that it provides a spraying area of 250

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square meters. The maintenance cost of the system is reasonable as well as the maintenance plan
is calculated in terms of the whole project and not according to the units. The chemical based
system is an increasing trend and therefore can be considered for this purpose. Since it is easy to
use to some extent, a proper training program would sufficiently help the employees and the
staffs in using the system. With the limited information that is provided by the vendors, and after
proper analyzing those content. It is recommended for the organization to use the services
provided by the Early birds limited. This is because it covers the major aspects of the
requirements and the demands of the finance manager, plant manager, production manager and
the safety manger. Therefore, it can be said that the system or the services that are provided by
Early Birds limited are suitable for this case.
A program is a compilation of different tasks that have exceptionally large, long range
objective, which are broken down into a number of projects (Shao, Müller and Turner 2012). The
fire extinguishing systems were to be installed in the new building and James Duff was assigned
to evaluate the systems that are to be installed in the new building. The systems were to be
implemented as an initiative to fulfill the employee safety issue. Therefore, it would have been
better for the company to involve not only the program manager but also the manager of the
different sectors to suggest and appropriate system. James Duff however took the right decision
to involve the views of the plant manager, safety manager, production manager and the finance
manager. This was essential because the system that was to be implemented involved a large
investment and had the criteria of fulfilling the legal issues related to the employee safety
(Milosevic, Patanakul and Srivannaboon 2010). The primary criteria of decision making should
not be the suggested features by the different managers but the functionality of the system. If

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these criteria would have been used as an accessing scale and primary aspect of decision making,
James would not have faced so many difficulties in selecting a proper system.
3. Portfolio Entry 3 – Program Stakeholder Engagement
The ideal decision of the Executive Team according to my view should be allowing the
program to move to the phase 4 along with the permission to incorporate the new transition
enquiry feature. This will although require an additional time of two months to complete and an
extra cost of $100,000, incorporation of that transaction inquiry feature will make the system
much more user friendly (Milosevic, Patanakul and Srivannaboon 2010). Since the system is to
be developed for the employees and customers, it is essential for the system to meet all the
criteria of managing the different functionalities with ease. This decision is justified because
along with the schedule and the cost, the quality of the system is the topmost priority.
Furthermore, it would not be a wise decision to implement the system without addition of the
proposed feature because it would be difficult to add this feature during upgrading the system. It
would be a costly upgrade process as well. Therefore, it is an effective decision to incorporate
the same feature during the implementation of the system. This will prevent the hassle of making
modification of the system later on. Furthermore, the project manager Julia and her team were
proactive in including all the necessary requirements in the project plan and were responsible
enough to report the project progress to all the stakeholders as well. Keeping in mind the good
track record of the project manager and her team I think the executive team would take a
decision of moving on to the next phase of the project execution along with the permission to
incorporate that feature into the system. Stakeholder management is a critical component
required for successful delivery of the project (Practitioners’Guide 2016). It is essential for the
project team members to keep them updated about the project progress and the different

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processes by which the project can be improvised. The project manager performed all the duties
of project management with ease and therefore the decision of giving the project manager and
her team to a chance to improvise the project would be an appropriate decision. However, since
the addition of the new feature would need a cost and schedule revision, the team would have the
need to speed up the implementation procedure. The decision of the executive should not ideally
be the “kill” decision as the record of accomplishment of the project progress and the project
team members are noteworthy. Furthermore, the decision should not be a “hold” decision since it
would delay the project for a long period, which the organization cannot afford at this moment.
Considering all these aspects, I consider that the ideal decision of the executives should go in
favor of the project team members. This decision would however indicate the need of budget and
the schedule revision that may affect the organization to some extent. However, considering the
necessity and the benefits of the system, I find the decision of the executive should ideally
consider the addition of this feature and approving the project to move on to the next phase.
4. Portfolio Entry 4 – Program Governance
The program strike zone is an interesting concept for maintaining the different process
and the programs effortlessly. It is an effective tool that is used in tracking a program’s progress
towards the achievement of the key business result by identifying the critical success factor of
the program. The major objective of the program strike zone is to develop the measures of a
program that is important to the company. This allows the team members in working within a set
boundary. The program team is further empowered to execute the program only if its meets the
specific requirements. The major benefit of program strike zone is that it fosters excellent
communication on the program objectives, expectations and the program status throughout its
entire life cycle (Milosevic, Patanakul and Srivannaboon 2010). Another major advantage of this

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program strike zone is that it is generally used to focus the team and the management’ attention
of the different critical program issues that can be faced while executing the program. The
different program status are marked appropriately in this system that helps in managing the
different programs or project more appropriately. If a program meets all the requirements and the
management approves the threshold, the program status is marked in green. This reflects the
steady progress of the project and therefore requires very less attention. On the other hand, if the
critical target or the limit is compromised, the situation requires an immediate attention; the tasks
are generally marked in yellow or red according to their severity. This is a primary benefit or
advantage of this system as it helps in understanding the different status of the works. This helps
in prioritizing the operations or the processes that requires immediate attention. The program
strike zone provides useful and timely management and provides guidance for better program
monitoring and controlling purposes. The major disadvantage of program strike zone is that
proper defining and identification of the boundaries is necessary for proper project management.
If the company fails in setting up the boundary correctly, the program strike zone may not work.
The major challenge in program governance in implementing the program strike zone is
identifying the critical success factor of the program. This is very important in prioritizing the
project as it provides a means of timely management guidance for better program monitoring and
control purposes. Furthermore, proactive attention is needed for checking the progress of every
projects that would further help in proper program management. Another major challenge that
the organization might face in managing a project with the implementation of a program strike
zone is the planning and execution of the program within the set boundary of the program strike
zone. This would further create a problem in execution of the project that follows an agile project
methodology approach. This is because it would be difficult to add new feature and scope to the

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project if its objectives and boundaries are already defined. These are the basis challenges of
implementing a program strike zone concept.
5. Portfolio Entry 5 – Program Theory
I agree with the given statement because it is truly difficult to make a clear distinction
between the project and the program. Project and the program can be explained in simple words.
A collection of different project makes a program. Program therefore is considered as broad
project subdivided into different phases. These phases can be considered as small projects that
has set or defined objectives. The different projects can be combined to develop a program.
Therefore, it can certainly be said that the program management is more than a scaled up version
of the project management. Many different projects are collaborated in developing a program,
the programs might include elements that are outside the scope of a project. This is because a
huge task or program is subdivided into number of phases, which is known as project. These
projects generally have a clear scope and combination of these small projects helps in
development of a program (Kerzner 2013). The program has an altogether different scope as the
combination of different projects gives rise to the program. Since a program is a large entity, it is
expected to include different out of scope objectives as well. Therefore, it is possible for the
program to include elements that are outside the scope of individual projects within the program.
Project management is the application of knowledge, skills, tools and techniques to the project
activities to meet the requirements. While the program management deals with the management
of different coordinated project in obtaining the benefits and controls for managing them
individually. Many product deliverables is included within a program, which can benefit the
management. Therefore, it can be said that a project and a program is related, as the programs
requires successful implementation and execution of different projects. Therefore, without

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project, a program does not exist and therefore it becomes very difficult to make a clear
distinction about a project and a program. Program management can be termed as a scaled up
version of project management because the program management includes further more detailing
and need more monitoring than a project. Since a program is comprised of a number of projects,
even the failure of a single project may result in the failure of an entire program. Therefore, a
scaled up monitoring and control is required for program management, which may not be an
essential need of project management. Programs include elements that are outside the scope of a
project, as collaboration of many projects makes a successful program (Conforto et al. 2013).
Therefore, it is obvious that a program will include elements that are outside the scope of the
individual projects within a program. The concept of program management is therefore far more
complex than that of the project management and therefore it can certainly be said that the
program management is more than a scaled up version of project management. The statement is
justified as it draws a proper line of distinction between a project and a program and therefore I
completely agree with the statement.

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References
Conforto, E., Rossi, M., Rebentisch, E., Oehmen, J. and Pacenza, M., 2013. Survey report:
Improving integration of program management and systems engineering. MIT Consortium for
Engineering Program Excellence.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Milosevic, D.Z., Patanakul, P. and Srivannaboon, S., 2010. Case studies in project, program,
and organizational project management. John Wiley & Sons.
Practitioners’Guide, A., 2016. Project Stakeholder Management.
Shao, J., Müller, R. and Turner, J.R., 2012. Measuring program success. Project Management
Journal, 43(1), pp.37-49.