Alan Harpham, Chairman of the APM Group, UK

An update of a paper originally presented at The 16th International Project Management Association's World Congress in Berlin, 2002.

Copyright Alan Harpham.
Published here February 2003.

Abstract | Early Background of PM | Roles, Responsibilities | Why have PM?
Benefits | Program of Projects | Types of Programs | Impact of Differences | Part 2

Benefits of Program Management

The Managing Successful Programs guide lists the benefits of program management as shown below

Area of Impact


Delivery of Change

More effective delivery of changes because the changes can be planned and implemented in an integrated way ensuring that current business operations are not adversely affected

Alignment between strategy and project levels

Effective response to strategic initiatives by filling the gap between strategies and projects

Management support

Keeping activities focused on the business change objectives by providing a framework for senior management to direct and manage the change process

Resource management

More efficient management of resources by providing a mechanism for project prioritization and project integration

Risk management

Better management of risk because the wider context is understood and explicitly acknowledged

Benefit realization

Help to achieve real business benefits through a formal process of benefit identification, management, realization and measurement

Management control

Improved control through a framework within which the costs of introducing new infrastructure, standards and quality regimes can be justified, measured and assessed

Business operations

Clarification of how new business operations will deliver improved performance by defining the desired benefits and linking these to the achievement of new working practices

Management of Business Case

More effective management of the Business Case by building and maintaining a Business Case that clearly compares current business operations with the more beneficial future business operations

Co-ordination and control

More efficient co-ordination and control of the often complex range of activities by clearly defining roles and responsibilities for managing the Project Portfolio and realizing the benefits delivered by the program

Transition management

Smooth transition from current to future business operations through the clear recognition and responsibility for preparing the organization for migration to new ways of working


Achieving a consistent system of new or amended policies, standards, and work practices through the integrated definition, planning, delivery and assurance of the required changes

Table 2. The benefits of program management[4]
Why have Project Management?  Why have Project Management?

4. Managing Successful Programs, published by The Stationary Office in 1999, ISBN 0 11 330016 6, produced by the CCTA, now the OGC (Office of Government Commerce) in the UK, Table 1, p3
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