Editing Program management (section)

==Key factors==
There are several key factors of program management which considerably differ from [[project management]]. In general, these fall under several categories and range from overall strategic vision, resource and change management, and benefits of completion. Program management deals with strategy of the company as opposed to a shorter term look in project management''.''<ref name=":0">{{Cite book |url=https://www.worldcat.org/title/153598324 |title=The Wiley guide to project, program & portfolio management |date=2007 |publisher=J. Wiley & Sons |isbn=978-0-470-22685-8 |editor-last=Morris |editor-first=Peter W. G. |series=The Wiley guides to the management of projects |location=Hoboken, N.J |oclc=153598324 |editor-last2=Pinto |editor-first2=Jeffrey K.}}</ref>

===Alignment===

The program must support a higher-level vision, goals, and objectives. These are set out in the program vision and blueprint, which defines the future state for the organization, sector or community that will be significantly changed. Individual projects align to a program set by the executive team. These projects can vary in scope, intent, and priority but all are part of the greater portfolio.

===Management===

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. Program management necessitates consistent progress checks to ensure the projects are matching the [[Project portfolio management|portfolio]]’s direction. These checks should ensure accountability and confirm that stakeholders and suppliers are being utilized.<ref>{{Cite journal |last1=Artto |first1=Karlos |last2=Martinsuo |first2=Miia |last3=Gemünden |first3=Hans Georg |last4=Murtoaro |first4=Jarkko |date=2009-01-01 |title=Foundations of program management: A bibliometric view |url=https://www.sciencedirect.com/science/article/abs/pii/S0263786307001706 |journal=International Journal of Project Management |volume=27 |issue=1 |pages=1–18 |doi=10.1016/j.ijproman.2007.10.007 |issn=0263-7863|url-access=subscription }}</ref>

===Program objectives===

A program will deliver major change, whether it is within an organization, a sector or a community. As such, the management of change and transition is a key characteristic of a program, not just the building of a major capability.{{Clarify|date=November 2024}} The program will adhere to set standards and incorporate planning, quality assurance, integration, and the eventual implementation. The planning phase brings together the various projects, resources, and milestones. Program changes and improvement go through a greater level of scrutiny compared to project management. Whereas a project might get approval for a change from its sponsor or director, a program level change would likely need executive approval. [[Quality assurance]] is pivotal to the success of each individual project and the success of the implementation.

===Benefits===

The key difference between a project and a program is that benefits are delivered within the program lifecycle compared to a project when they are delivered after the project has finished.<ref>{{Cite book |title=Managing successful programmes |date=2011 |publisher=Axelos |isbn=978-0-11-331327-3 |editor-last=Sowden |editor-first=Rod |edition=4. |series=Best management practice |location=Norwich |editor-last2=Stationery Office}}</ref> These benefits in a program are felt as they are implemented and not when the project is rolled out to users. Successful program implementations are felt by the business affect all users in the organization.