goals of each project, rather than focusing on the details of tasks and subtasks,
as is the case in traditional project management. Finally, goal understanding
among project managers is another
critical factor for successful program
management. Without this foundation, program managers may not be
able to resolve conflicts effectively or
negotiate agreed-upon solutions with
regard to the shared program resources
during the implementation process.
Therefore, the program formulation
stage should focus on defining program
objectives and aligning the organization’s strategic objectives; communicating strategic values and benefits of
implementation of individual projects
to key stakeholders and project managers; and promoting the overall program
goal as a unifying theme. Furthermore,
the involvement of individual project
managers during the planning of program implementation and during the
implementation process can secure the
desired level of understanding of individual projects’ goals and objectives
among project managers.
A program is a structure for grouping multiple projects to achieve a set
of common objectives not achievable
by managing projects individually.
Programs by their nature are highly
complex due to the requirement of
managing related projects within an
environment of limited resources. The
existing single-project based studies fail
to address issues that arise when multiple, related projects are undertaken
as part of a program. Within an enterprise systems implementation, goal
understanding among project managers and goal interdependence within
the program can provide a foundation
for project managers to understand the
decisions concerning the allocation of
resources that assist in the achievement
of individual as well as the program
goals. This understanding is the key to
more effective mutual resource monitoring and resource conflict resolution.
The author gratefully acknowledges the
sponsorship of the Ministry of Science
and Technology of Taiwan, ROC, under
the project MOST 105-2410-H-029-028.
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