If you’re already handling several projects, you might be questioning, is there really that a great deal of distinction between what I’m already carrying out and program management? The answer is: there can be! Though not all group needs it, there are four principal benefits to program management.
1. Link-up projects with strategic Business Goals
Program management and its connected roles and responsibilities can help your team connect associated projects to strategic company goals. Together with coordinating numerous tasks in the plan, this program manager also offers a big picture, holistic viewpoint in the projects within the program.
Since the program manager, you can tie each project’s purpose to the program’s objective and then ensure the program’s targets are closely in line with your company targets and OKRs.
2. Project Interdependencies
As the program manager is in charge of several relevant projects, it can be simpler to visualize project interdependencies and triage any conditions that occur. If you handle various projects, there may be dependencies between them, but those dependencies can be hard to visualize if you’re considering each project individually.
As a program manager, you’ll not merely have your eyes around the prize—in this situation, your company’s strategic business goals—you’ll also have your ears to the ground. Program management is the easiest way to organize functions across associated projects in real-time.
3. Make Simpler Resource Allocation
Besides visualizing and managing project interdependencies, this program manager will also help simplify and enhance useful resource management allocation.
Simply because they comprehend all of the projects in the program and how those projects interconnect, they can best see which project requires which resources—whether the required resource is undoubtedly an employee’s time, an increase in budget, or possibly a new instrument or software.
However, the work is funded on the program levels; the manager and the SRO can work together to greatest identify which projects require which sources. If one project team is striking its goals ahead of schedule, this program manager can redistribute venture sources to make certain every project inside the plan strikes its objectives.
4. Align on Hazards and Opportunities
Inside the program, understandably, both the hazards and opportunities are magnified due to the number of projects. But as the program manager has got the big picture view of all the jobs in a program, they can prevent risks and jump up on possibilities.
As an example, a single element of project risk management is the source of resource allocation and ensuring every venture crew is well-balanced and well-staffed. At a program level, you can spend and redistribute assets as required to minimize the chance a project is understaffed, over budget, or off track.
On the other hand, as the program manager is keyed to how the plan will influence and play a role in proper business objectives, they can recognize new opportunities like stretching out a project’s end date or modifying the project plan to succeed in an extra deliverable.