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・ Program evaluation
・ Program evaluation and review technique
・ Program Executive Office Command Control Communications Tactical
・ Program Executive Office, Assembled Chemical Weapons Alternatives
・ Program executive officer
・ Program Files
・ Program for Action
・ Program for Climate Model Diagnosis and Intercomparison
・ Program for Evaluating Complementary Medicine
・ Program for Jewish Genetic Health
・ Program for the future
・ Program for Torture Victims
・ Program in Placebo Studies
・ Program information file
・ Program lifecycle phase
Program management
・ Program Manager
・ Program Manager (disambiguation)
・ Program Mecesup
・ Program Memory Area
・ Program music
・ Program note
・ Program of Activities
・ Program of All-Inclusive Care for the Elderly
・ Program of the Communist Party of the Soviet Union
・ Program on Energy Efficiency in Artisanal Brick Kilns in Latin America to Mitigate Climate Change
・ Program on Information Resources Policy
・ Program on International Policy Attitudes
・ Program on Intrastate Conflict and Conflict Resolution
・ Program on Negotiation


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Program management : ウィキペディア英語版
Program management

:''In the software industry, program management is an aspect of software product management.''
Program management or programme management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering.
The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project-level activity to ensure the program goals are met by providing a decision-making capacity that cannot be achieved at project level or by providing the project manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. In a program there is a need to identify and manage cross-project dependencies and often the project management office (PMO) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The program manager may be well placed to provide this insight by actively seeking out such information from the project managers although in large and/or complex projects, a specific role may be required. However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable.
== Overview and definition ==

Many programs are concerned with delivering a capability to change. Only when that capability is transferred to the line management and utilized by the host organization will the benefits actually be delivered. On this view, a program team cannot, on their own, deliver benefits. Benefits can only be delivered through the utilization of a new capability.
Programs are normally designed to deliver the organization's strategy, such as an ambition to be the fourth biggest supermarket in a region by 2015 or reduce wastage by 5% in two year's time.
According to one source, "a Program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program... Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed."
Program management also emphasizes the coordinating and prioritizing of resources across projects, managing links between the projects and the overall costs and risks of the program.
Program management may provide a layer above the management of projects and focuses on selecting the best group of projects, defining them in terms of their objectives and providing an environment where projects can be run successfully. Program managers should not micromanage, but should leave project management to the project managers.
In public sector work in Europe, the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization. For example, the Office of Government Commerce for the UK government. An alternative to the Office of Government Commerce's methodology for program management is that of the private sector Project Management Institute.
Many organizations only run one program at a time, a program containing all their projects. In Project Management Institute terminology, this is more likely to be a project portfolio than a program. Some larger organizations may have multiple programs each designed to deliver a range of improvements. Some organizations use the concept of Systems Engineering where others use program management.

抄文引用元・出典: フリー百科事典『 ウィキペディア(Wikipedia)
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