A program is a collection of related projects that are managed together in a coordinated manner to achieve benefits and control that cannot be achieved by managing them separately. This kind of project management is also called portfolio management. A portfolio manager is a person responsible for implementing this type of project management.
A computer program, in computing, is a sequence of instructions that the computer follows to perform an operation. These instructions are stored in a storage area or memory on the computer. A computer can store many programs at once and can follow more than one program at a time.
In the modern computer that John von Neumann outlined in 1945, a program contains one-at-a-time sequences of instructions that the computer follows to operate on a specific data set. These programs can be programmed in a number of programming languages.
These programs can be either interactive or batch in that they can run continuously. They typically require some degree of coordination and sequencing to ensure that resources are not wasted or double-counted.
This kind of project management can be a challenge for many people. It requires people to change their way of working and it may create resistance from people who are used to the freedom of operation that they have when doing projects independently.
The good news is that these kinds of program management are often successful. They can help bridge teams and departments that may otherwise be unable to work together. They can also give managers the ability to assign resources as needed and ensure that projects are prioritized properly.
Some people prefer this kind of project management to traditional approaches because it allows them to make better use of their resources and minimize rework. They can also help improve productivity and increase employee satisfaction.
To manage this kind of project, a program manager must be prepared to identify and monitor issues, risks, and dependencies that could affect other program components. This includes assessing the proximity, probability, and impact of each issue or risk to determine the best response for each.
When identifying these types of issues or risks, the program manager should first identify the stakeholders that might be affected by the issue or risk. This information is then compiled into a stakeholder register and map. Stakeholders are then grouped according to their requirements, expectations, and spheres of influence.
This is a critical step in the planning and implementation of any project. It enables the project manager to identify and plan for any issues or risks that may occur before they become a major problem.
Once the issues or risks have been identified, the Program Product Owner enters them into the Program Risk Adjusted Prioritized Product Backlog and determines the best response for the program. This process helps ensure that program risks do not compromise the overall success of a program and that each project is delivered on time, within budget, and with high quality.