Assignment
PAPERS
Translating Single Project Management
Knowledge to Project Programs
Mihály Görög, Corvinus University of Budapest, Budapest, Hungary
ABSTRACT ■
Over the past decade, the efficient implementation of project programs became of great importance. Many authors are concerned with improving the professionalism of implementing project programs, and most of them identify context-related factors that are considered the bases of successful implementation. However, little has been written on how to use the project management toolkit in project programs. In mid-2007, a research program was initiated to highlight the role of the single project management toolkit in implementing programs. During the research, both case-based and interviewbased research methods were used. The primary question addressed in this article is how to translate single project management knowledge to program management.
KEYWORDS: program management; scoperelated interdependence; resource-related interdependence; translating single project management knowledge to program management
Project Management Journal, Vol. 42, No. 2, 17–31
© 2011 by the Project Management Institute
Published online in Wiley Online Library
(wileyonlinelibrary.com). DOI: 10.1002/pmj.20222
INTRODUCTION ■ owadays big organizations—both profit-oriented companies and public service organizations—are more and more concerned with project programs in order to realize their strategic objectives in an efficient manner. The fundamental reason behind this phenomenon is the innovative effort to renew the product portfolio and to reduce the time to market (Aubry, Hobbs, & Thuillier, 2007). These circumstances have led to a growing number of projects on the one hand, while on the other hand, such groups of projects—that is, project programs—have emerged that consist of projects that are strongly interrelated during their implementation process. Managing the implementation of a project program clearly
Translating Single Project Management
Knowledge to Project Programs
Mihály Görög, Corvinus University of Budapest, Budapest, Hungary
ABSTRACT ■
Over the past decade, the efficient implementation of project programs became of great importance. Many authors are concerned with improving the professionalism of implementing project programs, and most of them identify context-related factors that are considered the bases of successful implementation. However, little has been written on how to use the project management toolkit in project programs. In mid-2007, a research program was initiated to highlight the role of the single project management toolkit in implementing programs. During the research, both case-based and interviewbased research methods were used. The primary question addressed in this article is how to translate single project management knowledge to program management.
KEYWORDS: program management; scoperelated interdependence; resource-related interdependence; translating single project management knowledge to program management
Project Management Journal, Vol. 42, No. 2, 17–31
© 2011 by the Project Management Institute
Published online in Wiley Online Library
(wileyonlinelibrary.com). DOI: 10.1002/pmj.20222
INTRODUCTION ■ owadays big organizations—both profit-oriented companies and public service organizations—are more and more concerned with project programs in order to realize their strategic objectives in an efficient manner. The fundamental reason behind this phenomenon is the innovative effort to renew the product portfolio and to reduce the time to market (Aubry, Hobbs, & Thuillier, 2007). These circumstances have led to a growing number of projects on the one hand, while on the other hand, such groups of projects—that is, project programs—have emerged that consist of projects that are strongly interrelated during their implementation process. Managing the implementation of a project program clearly
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