There is a standard set of processes used when managing a project.

Are these processes used in the management of a program or a portfolio? If not, why not, and what is done differently at the different management levels? PMI defines project management as the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project. (About Project Management www.pmi.org) Project Management involves the following phases: Initiating, Planning, Executing, Monitoring and Controlling, Closing. Program management is defined as the process of managing several related projects, often with the intention of improving an organization's performance. As stated in an article on IBMs website (2004): It is clear from this definition that project management is concerned with the dynamic allocation, utilization, and direction of resources (both human and technical), with time -- in relation to both individual efforts and product delivery schedule -- and with costs, relating to both the acquisition and consumption of funding. As a corollary, it is safe to say that without the direction project management provides, work would have to proceed via a series of negotiations, and/or it would not align with the goals, value proposition, or needs of the enterprise. Within a program, these same responsibilities (i.e., allocation, utilization, and direction) are assigned to people at three levels in the management hierarchy; the higher the level, the more general the responsibilities. For example, at the bottom of the management hierarchy, project managers are assigned to the various projects within the overall program. Each manager carries out the management responsibilities we described above. A Program Manager in my opinion is at the top of the ladder and does not perform the same tasks as a Project Manager. Program management is management in the partial sense as a program manager looks at a broader perspective of what needs to be done, how it can be done and does not get into to small details like a Project Manager does. Program management starts with a PMO Program Management Office and infrastructure is one of the key elements in a PMOs setup. As stated in an article on IBMs website (2004), Infrastructure is a useful term to describe collections of roles, tools, and practices that organizations assemble and integrate in order to provide services and support for software development. Administrative infrastructure and a good technical environment are important for the PMOs office to succeed. Key roles of a PMOs office as stated in IBMs article (2004) are as follows: Program office management Resources coordination Budget administration and procurement Risk assessment Work products tracking and review Facilities administration Contracts administration Technical support liaison Training coordination Methodology and process support Issues management Communications management

Status reporting management

In my current workplace (Design & Construction Dept in a Healthcare Organization), the Director of my Department is in essence a Program Manager as she oversees several projects at any given time. Does she use the processes from Project Management? Yes, to a certain degree. For example: She is involved in project initiation (i.e.) budgets and assignment of team members but does not get involved in sending out RFPs to contractors to procure bids, setup pre-bid meetings etc, those items fall under my responsibility as I am a Contracts Manager. Similarly, the Project Manager is responsible for setting up a preliminary schedule, meeting users, setting up impact reviews, coordination with consultants etc My Department Head is simply orchestrating different players and the PMs feed information to her in the form of Monthly Reports which she in turn presents to the CEO and other superiors. Hence I feel that the Project Management Phases are appropriate for Program Management as Initiating, Planning, Executing, Monitoring and Controlling, Closing still fall under the realm of a Program Manager only in a big picture where the rest of the team members perform detailed work during each phase and the Program Managers gets the final summary.

References:

About Project Management - http://www.pmi.org/AboutUs/Pages/About-PM.aspx

Program management: Different from project management by Michael F. Hanford dated 14 May 2004. Retrieved on 04/17/2010 at http://www.ibm.com/developerworks/rational/library/4751.html
Articles to Read:

The difference between projects and programmes - http://pmtips.net/difference-projects-programmes/