Relationship of projects, programs and portfolios - Revision history

Tais Christiansen at 10:05, 26 February 2021

2021-02-26T10:05:24Z

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	'''Abstract'''		'''Abstract'''

	This is not a tool or a theory, more help to clarify the relationship of ~~projects~~, ~~programs~~ and ~~portfolios~~. And helps to navigate the differences.		This is not a tool or a theory, more help to clarify the relationship of Projects, Programs and Portfolios. And helps to navigate the differences.

	[[File:booo.gif\|\|right]]		[[File:booo.gif\|\|right]]

Tais Christiansen: /* Limitations */

2021-02-26T10:04:10Z

Limitations

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	==Limitations==		==Limitations==
	[[File:lollol.png \|thumb\|200px\|right\| Figure 4: Picture illustrating tools used in a wrong way. Picture taken of https://qablog.practitest.com/being-wrong-is-actually-great/.]]		[[File:lollol.png \|thumb\|200px\|right\| Figure 4: Picture illustrating tools used in a wrong way. Picture taken of https://qablog.practitest.com/being-wrong-is-actually-great/.]]
	Once again this page is not a tool nor a theory, but help to clarify the relationship of ~~project~~, ~~programs~~ and ~~portfolios~~. This page can help to navigate what type you are managing, and that way help you in the right toolbox for ~~project~~[[http://wiki.doing-projects.org/index.php/ConceptBox]], ~~program~~[[http://wiki.doing-projects.org/index.php/ConceptBox_Programs]] and ~~portfolio~~[[http://wiki.doing-projects.org/index.php/ConceptBox_Portfolios]].		Once again this page is not a tool nor a theory, but help to clarify the relationship of Project, Programs and Portfolios. This page can help to navigate what type you are managing, and that way help you in the right toolbox for Project[[http://wiki.doing-projects.org/index.php/ConceptBox]], Program[[http://wiki.doing-projects.org/index.php/ConceptBox_Programs]] and Portfolio[[http://wiki.doing-projects.org/index.php/ConceptBox_Portfolios]].

Tais Christiansen: /* Portfolio */

2021-02-26T10:01:14Z

Portfolio

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	[[File: asdf.png \|thumb\|500px\|right\| Figure 3: Illustration of a portfolio.]]		[[File: asdf.png \|thumb\|500px\|right\| Figure 3: Illustration of a portfolio.]]
	When looking at these definitions it can be difficult to see how a portfolio differ from a program. These two definitions fail to mention that the activists within the portfolio may be related or unrelated, may be independent or interdependent, and may have related or unrelated objectives. This is the big difference between a program and a portfolio. This means that the programs or projects within a portfolio may not be directly related or interdependent, they are linked to the organization’s strategic plan using the portfolio. An illustration of a portfolio is shown in figure 3, to the right. Here is can be seen that the different program and project is not related but is still in the same organization, here shown as a green cloud. Like project and program, a portfolio does also have a lifecycle. One main difference here is that a project and a program have a more limited duration, the portfolios do often have greater longevity and management attention. The closure of a portfolio can occur then it is no longer required eg. when the portfolio’s components are decommissioned or moved to another portfolio. The life cycle of a portfolio often mentioned as ongoing processes and functions that occur to a set of portfolios, programs, projects, and operations within a continuous time frame. For an organization can remain competitive and financially stable the portfolio ~~life cycle~~ needs to be adaptive and flexible to constantly change needs from all influences, internal and external.		When looking at these definitions it can be difficult to see how a portfolio differ from a program. These two definitions fail to mention that the activists within the portfolio may be related or unrelated, may be independent or interdependent, and may have related or unrelated objectives. This is the big difference between a program and a portfolio. This means that the programs or projects within a portfolio may not be directly related or interdependent, they are linked to the organization’s strategic plan using the portfolio. An illustration of a portfolio is shown in figure 3, to the right. Here is can be seen that the different program and project is not related but is still in the same organization, here shown as a green cloud. Like project and program, a portfolio does also have a lifecycle. One main difference here is that a project and a program have a more limited duration, the portfolios do often have greater longevity and management attention. The closure of a portfolio can occur then it is no longer required eg. when the portfolio’s components are decommissioned or moved to another portfolio. The life cycle of a portfolio often mentioned as ongoing processes and functions that occur to a set of portfolios, programs, projects, and operations within a continuous time frame. For an organization can remain competitive and financially stable the portfolio lifecycle needs to be adaptive and flexible to constantly change needs from all influences, internal and external.

	When looking at an organization they most likely have more than one portfolio, depending on the size of the company. Each of these portfolios will be addressing unique or different organizational strategies, goals, business, functional and objectives. The size of portfolios can also vary, some portfolios do maybe only have one program and three projects, others have five programs and teen projects. The larger portfolios may contain subsidiary portfolios and are usually structured as a hierarchy. Common project portfolios include product lines, information technology portfolios, enterprise project portfolios, and others.		When looking at an organization they most likely have more than one portfolio, depending on the size of the company. Each of these portfolios will be addressing unique or different organizational strategies, goals, business, functional and objectives. The size of portfolios can also vary, some portfolios do maybe only have one program and three projects, others have five programs and teen projects. The larger portfolios may contain subsidiary portfolios and are usually structured as a hierarchy. Common project portfolios include product lines, information technology portfolios, enterprise project portfolios, and others.

Tais Christiansen at 09:58, 26 February 2021

2021-02-26T09:58:52Z

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	== Project ==		== Project ==
	So for a start, the definitions of a project can be looked upon. There is a lot of different definitions of a project on this page will focus on the acknowledged definitions from DS and PRINCE2.		So for a start, the definitions of a project can be looked upon. There is a lot of different definitions of a project on this page that will focus on the acknowledged definitions from DS and PRINCE2.

	"...'' a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. Achievement of the project objectives requires the provision of deliverables conforming to specific requirements''.” - (ISO 21500:2012)<ref>ISO21500. 2012. Guidance on Project Management. International Organization for Standardization.</ref>		"...'' a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. Achievement of the project objectives requires the provision of deliverables conforming to specific requirements''.” - (ISO 21500:2012)<ref>ISO21500. 2012. Guidance on Project Management. International Organization for Standardization.</ref>
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	If looking at the theory used in the project part it can be compared to how car brands make new cars. A whole new car is a project for a car brand.		If looking at the theory used in the project part it can be compared to how car brands make new cars. A whole new car is a project for a car brand.
	When brands start the project they do not necessarily have an end date for the overall project. But they have a start date and an end goal, a brand new car.		When brands start the project they do not necessarily have an end date for the overall project. But they have a start date and an end goal, a brand new car.
	As ~~the (ISO 21500:2012)~~ mentioned "''a unique set of processes consisting of coordinated and controlled activities with start and end dates''" here it can be compared to, the designers who need to design a new car and the mechanic who needs to build a new motor. At the end of the project, all of these activities will be combined and the result will hopefully be a new car. So by finishing this project the business values in the organisation will be changed due to a new car will be introduced to the market. Whether the project in itself is a success or not can then be looked at with different tools.		As DS mentioned "''a unique set of processes consisting of coordinated and controlled activities with start and end dates''" here it can be compared to, the designers who need to design a new car and the mechanic who needs to build a new motor. At the end of the project, all of these activities will be combined and the result will hopefully be a new car. So by finishing this project the business values in the organisation will be changed due to a new car will be introduced to the market. Whether the project in itself is a success or not can then be looked at with different tools.

	== Program ==		== Program ==
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	[[File: asdf.png \|thumb\|500px\|right\| Figure 3: Illustration of a portfolio.]]		[[File: asdf.png \|thumb\|500px\|right\| Figure 3: Illustration of a portfolio.]]
	When looking at these definitions it can be difficult to see how a portfolio differ from a program. These two definitions fail to mention that the activists within the portfolio may be related or unrelated, may be independent or interdependent, and may have related or unrelated objectives. This is the big difference between a program and a portfolio. This means that the programs or projects within a portfolio may not be directly related or interdependent, they are linked to the organization’s strategic plan ~~by means of~~ the portfolio. An illustration of a portfolio is shown in figure 3, to the right. Here is can be seen that the different program and project is not related but is still in the same organization, here shown as a green cloud. Like project and program, a portfolio does also have a lifecycle. One main difference here is that a project and a program have a more limited duration, the portfolios do often have greater longevity and management attention. The closure of a portfolio can occur then it is no longer required eg. when the portfolio’s components are decommissioned or moved to another portfolio. The life cycle of a portfolio often mentioned as ongoing processes and functions that occur to a set of portfolios, programs, projects, and operations within a continuous time frame. For an organization can remain competitive and financially stable the portfolio life cycle needs to be adaptive and flexible to constantly change needs from all influences, internal and external.		When looking at these definitions it can be difficult to see how a portfolio differ from a program. These two definitions fail to mention that the activists within the portfolio may be related or unrelated, may be independent or interdependent, and may have related or unrelated objectives. This is the big difference between a program and a portfolio. This means that the programs or projects within a portfolio may not be directly related or interdependent, they are linked to the organization’s strategic plan using the portfolio. An illustration of a portfolio is shown in figure 3, to the right. Here is can be seen that the different program and project is not related but is still in the same organization, here shown as a green cloud. Like project and program, a portfolio does also have a lifecycle. One main difference here is that a project and a program have a more limited duration, the portfolios do often have greater longevity and management attention. The closure of a portfolio can occur then it is no longer required eg. when the portfolio’s components are decommissioned or moved to another portfolio. The life cycle of a portfolio often mentioned as ongoing processes and functions that occur to a set of portfolios, programs, projects, and operations within a continuous time frame. For an organization can remain competitive and financially stable the portfolio life cycle needs to be adaptive and flexible to constantly change needs from all influences, internal and external.

	When looking at an organization they most likely have more than one portfolio, depending on the size of the company. Each of these portfolios will be addressing unique or different organizational strategies, goals, business, functional and objectives. The size of portfolios can also vary, some portfolios do maybe only have one program and three projects, others have five programs and teen projects. The larger portfolios may contain subsidiary portfolios and are usually structured as a hierarchy. Common project portfolios include product lines, information technology portfolios, enterprise project portfolios, and others.		When looking at an organization they most likely have more than one portfolio, depending on the size of the company. Each of these portfolios will be addressing unique or different organizational strategies, goals, business, functional and objectives. The size of portfolios can also vary, some portfolios do maybe only have one program and three projects, others have five programs and teen projects. The larger portfolios may contain subsidiary portfolios and are usually structured as a hierarchy. Common project portfolios include product lines, information technology portfolios, enterprise project portfolios, and others.

	Also, a portfolio can be evaluated on ~~the~~ success. A portfolio success critical can be found in the portfolio concept box[[http://wiki.doing-projects.org/index.php/ConceptBox_Portfolios]], here some of the pages is "Best Practices for Project Portfolio Selection[[http://wiki.doing-projects.org/index.php/Best_Practices_for_Project_Portfolio_Selection]], Project Evaluation and Selection for the Formation of the Optimal Portfolio [[http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]] and Application of Balanced Scorecard in Portfolio Management [[http://wiki.doing-projects.org/index.php/Application_of_Balanced_Scorecard_in_Portfolio_Management]]		Also, a portfolio can be evaluated on success. A portfolio success critical can be found in the portfolio concept box[[http://wiki.doing-projects.org/index.php/ConceptBox_Portfolios]], here some of the pages are "Best Practices for Project Portfolio Selection[[http://wiki.doing-projects.org/index.php/Best_Practices_for_Project_Portfolio_Selection]], Project Evaluation and Selection for the Formation of the Optimal Portfolio [[http://wiki.doing-projects.org/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio]] and Application of Balanced Scorecard in Portfolio Management [[http://wiki.doing-projects.org/index.php/Application_of_Balanced_Scorecard_in_Portfolio_Management]]

	===Portfolio Example===		===Portfolio Example===
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	[[File: hej.png \|thumb\|250px\|right\| Figure 4: Illustration of a Platform.]]		[[File: hej.png \|thumb\|250px\|right\| Figure 4: Illustration of a Platform.]]
	===Platforms===		===Platforms===
	The way the platforms handle multi-projects is to use some of the same things in a different project. It is considered one of the most ambiguous terms in tech. ~~Platform~~ can be seen in contrast to products. A product is building something to ship to customers, a platform is building a place where other builders or creators can build things to ship to customers. By using product and process commonalities the cost for a project will be reduced.		The way the platforms handle multi-projects is to use some of the same things in a different project. It is considered one of the most ambiguous terms in tech. Platforms can be seen in contrast to products. A product is building something to ship to customers, a platform is building a place where other builders or creators can build things to ship to customers. By using product and process commonalities the cost for a project will be reduced.
	Here an example could once again be in the car world. It is often seen that a car brand use the same undercarriage for different cars. This way they safe money by not using the time to design a new one and exploit the scale of production.		Here an example could once again be in the car world. It is often seen that a car brand use the same undercarriage for different cars. This way they safe money by not using the time to design a new one and exploit the scale of production.
	====Platforms Example====		====Platforms Example====
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	===Lineage===		===Lineage===
	[[File: Lineage.png \|thumb\|250px\|right\| Figure 5: Illustration of Lineage.]]		[[File: Lineage.png \|thumb\|250px\|right\| Figure 5: Illustration of Lineage.]]
	Lineage is a new way on how to create a completely new business, based on managing a project sequence <ref> Midler, C. (2013). Implementing a Low-End Disruption Strategy Through ~~Multiproject~~ Lineage Management: The Logan Case. Project Management Journal, 44(5), 24-35.</ref>. The project lineage management is a way to expand the initial move into a diversified range of products and a multi-continent deployment while keeping the key specificities of the pilot project. ~~It is typical that~~ different generations of product innovation are developed, and profitability may arise during such a sequel. This way of doing the project has been used a lot by Apple, both to make the iPod, iPhone, and iPad <ref>Kock, A., & Gemünden, H. G. (2019). Project Lineage Management and Project Portfolio Success. Project Management Journal, 50(5), 587–601.. [. https://doi.org/10.1177/8756972819870357] </ref>The main idea of doing projects this may is to keep the key specificities. This way of doing projects is often used in an innovative organisation due to the learning efficiency is extremely good.		Lineage is a new way on how to create a completely new business, based on managing a project sequence <ref> Midler, C. (2013). Implementing a Low-End Disruption Strategy Through Multi-project Lineage Management: The Logan Case. Project Management Journal, 44(5), 24-35.</ref>. The project lineage management is a way to expand the initial move into a diversified range of products and a multi-continent deployment while keeping the key specificities of the pilot project. Typically, different generations of product innovation are developed, and profitability may arise during such a sequel. This way of doing the project has been used a lot by Apple, both to make the iPod, iPhone, and iPad <ref>Kock, A., & Gemünden, H. G. (2019). Project Lineage Management and Project Portfolio Success. Project Management Journal, 50(5), 587–601.. [. https://doi.org/10.1177/8756972819870357] </ref>The main idea of doing projects this may is to keep the key specificities. This way of doing projects is often used in an innovative organisation due to the learning efficiency is extremely good.

	====Lineage Example====		====Lineage Example====
	As mentioned before ~~does appel use it~~. So the example will take "place" in apple. If one has heard interviews with founder and former CEO Steve Jobs[https://en.wikipedia.org/wiki/Steve_Jobs]. He is telling about how the goal of the iPhone to make a touch screen that could easily be used, and the screen should be the entire front of the phone. Here it is clear that Jobs had a clear goal for what he wanted to be done. The pathway to do it was in a way formed; first, develop a good touch screen, two make it possible for the screen to fill the entire front. Here it can be seen the first project has to be done before the second can start. Here the knowledge of the touch screen will be exploited in the second project.		As mentioned before, Apple uses this kind of management. So the example will take "place" in apple. If one has heard interviews with founder and former CEO Steve Jobs[https://en.wikipedia.org/wiki/Steve_Jobs]. He is telling about how the goal of the iPhone to make a touch screen that could easily be used, and the screen should be the entire front of the phone. Here it is clear that Jobs had a clear goal for what he wanted to be done. The pathway to do it was in a way formed; first, develop a good touch screen, two make it possible for the screen to fill the entire front. Here it can be seen the first project has to be done before the second can start. Here the knowledge of the touch screen will be exploited in the second project.

	==Summary==		==Summary==
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	\| '''Definition''' \|\| A project is a temporary endeavour undertaken to create a unique product, service, or result. \|\| A program is a group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually. \|\| A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.		\| '''Definition''' \|\| A project is a temporary endeavour undertaken to create a unique product, service, or result. \|\| A program is a group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually. \|\| A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
	\|-		\|-
	\| '''Scope''' \|\| Projects have defined objectives. ~~Scope~~ is progressively elaborated throughout the project life cycle. \|\| Programs have a scope that encompasses the scopes of ~~its~~ program components. Programs produce benefits to an organization by ensuring that the outputs and outcomes of program components are delivered in a coordinated and complementary manner. \|\| Portfolios have an organizational scope that changes with the strategic objectives of the organization.		\| '''Scope''' \|\| Projects have defined objectives. The scope is progressively elaborated throughout the project life cycle. \|\| Programs have a scope that encompasses the scopes of their program components. Programs produce benefits to an organization by ensuring that the outputs and outcomes of program components are delivered in a coordinated and complementary manner. \|\| Portfolios have an organizational scope that changes with the strategic objectives of the organization.
	\|-		\|-
	\| '''Change''' \|\| Project managers expect change and implement processes to keep change managed and controlled. \|\| Programs are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes and/or outputs. \|\| Portfolio managers continuously monitor changes in the broader internal and external environments.		\| '''Change''' \|\| Project managers expect change and implement processes to keep change managed and controlled. \|\| Programs are managed in a manner that accepts and adapts to change as necessary to optimize the delivery of benefits as the program’s components deliver outcomes and/or outputs. \|\| Portfolio managers continuously monitor changes in the broader internal and external environments.
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	When looking at the way to navigate in what kind of management one is supposed to use, one can quickly be locked to only the most common way of handling project. Yes, there are many tools for the different types of managers, if one chooses to do it in these more traditional ways. These tools can be good if the manager is using the tool in the right way. The tool will be disturbing for the project/program/portfolio if the tool is used the wrong way. Therefore it can be important for the manager to known which toolbox to look in.		When looking at the way to navigate in what kind of management one is supposed to use, one can quickly be locked to only the most common way of handling a project. Yes, there are many tools for the different types of managers, if one chooses to do it in these more traditional ways. These tools can be good if the manager is using the tool in the right way. The tool will be disturbing for the project/program/portfolio if the tool is used the wrong way. Therefore it can be important for the manager to known which toolbox to look in.

	The manager also has to remember that maybe the traditional way is not the best way to do precisely what you want to do. Eg does Midler, C., & Silberzahn, P. (2008) describes a very successful example of using Lineage<ref> Midler, C., & Silberzahn, P. (2008). Managing robust development process for high-tech startups through multi-project learning: The case of two European start-ups. International Journal of Project Management, 26(5), 479-486.</ref> which was a new way to use projects. Also if looking at the example from the Lineage section, it can be seen that apple, did use a "new" way of doing the projects. The company Apple inc. will most likely be considered a success. This shows that doing it a more distributed way can also be good. Thereby not said one should ignore these more known topics.		The manager also has to remember that maybe the traditional way is not the best way to do precisely what you want to do. Eg does Midler, C., & Silberzahn, P. (2008) describes a very successful example of using Lineage<ref> Midler, C., & Silberzahn, P. (2008). Managing the robust development process for high-tech startups through multi-project learning: The case of two European start-ups. International Journal of Project Management, 26(5), 479-486.</ref> which was a new way to use projects. Also if looking at the example from the Lineage section, it can be seen that apple, did use a "new" way of doing the projects. The company Apple inc. will most likely be considered a success. This shows that doing it in a more distributed way can also be good. Thereby not said one should ignore these more known topics.

	==Annotated bibliography==		==Annotated bibliography==

Tais Christiansen: /* Program */

2021-02-26T09:53:55Z

Program

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	''"A programme is generally a group of related projects and other activities aligned with strategic goals."'' - (ISO 21500:2012)		''"A programme is generally a group of related projects and other activities aligned with strategic goals."'' - (ISO 21500:2012)

	''"A temporary, flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities ~~in order~~ to deliver outcomes and benefits related to the organization's strategic objectives. A programme is likely to have a life that spans several years."'' - PRINCE2		''"A temporary, flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities to deliver outcomes and benefits related to the organization's strategic objectives. A programme is likely to have a life that spans several years."'' - PRINCE2

	''".. a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the discrete scope of projects in the program."'' - Project Management Institute		''".. a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the discrete scope of projects in the program."'' - Project Management Institute
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	[[File: bobobobobo.png \|thumb\|400px\|right\| Figure 2: Illustration of a program.]]		[[File: bobobobobo.png \|thumb\|400px\|right\| Figure 2: Illustration of a program.]]
	So by looking at these three definitions it can be seen a program is a group of projects which have the same strategic goals. It is also worth mentioning that the lifetime of a program can be for several years. It makes sense since the program is a group of projects.		So by looking at these three definitions it can be seen a program is a group of projects which have the same strategic goals. It is also worth mentioning that the lifetime of a program can be for several years. It makes sense since the program is a group of projects.
	A good way to explain the key difference between a project and a program is: If you have a project, and remove one of the activists, the project will most likely be a failure, and thereby not deliver the benefit to the organization. But if you have a program and remove one of the projects, the program can still be beneficial for an organization. The figure, which is shown to the right, is an illustration of a program ~~which~~ has five projects in it. It is seeing the length of the project is different and none of the projects is depending on each other. When the DS is talking about other activities it is things like controlling the economy of the program.		A good way to explain the key difference between a project and a program is: If you have a project, and remove one of the activists, the project will most likely be a failure, and thereby not deliver the benefit to the organization. But if you have a program and remove one of the projects, the program can still be beneficial for an organization. The figure, which is shown to the right, is an illustration of a program that has five projects in it. It is seeing the length of the project is different and none of the projects is depending on each other. When the DS is talking about other activities it is things like controlling the economy of the program.

	Also, the program can be evaluated on the success. The program's success is measured by the programs ability to deliver its intended benefits to an organization. So the way to measure the success of the program can in a way be compared to the way of doing it in projects. But in a program, the outcome and the benefit is much more important than in a project. A program is a comment element of a portfolio, which will be defined in the next sections.		Also, the program can be evaluated on the success. The program's success is measured by the programs ability to deliver its intended benefits to an organization. So the way to measure the success of the program can in a way be compared to the way of doing it in projects. But in a program, the outcome and the benefit is much more important than in a project. A program is a comment element of a portfolio, which will be defined in the next sections.

	There is ~~a number of~~ wiki page on how to manage programs in different ways [[http://wiki.doing-projects.org/index.php/The_Role_of_Program_Management_in_an_Organisational_Change]][[http://wiki.doing-projects.org/index.php/Program_management_in_change_management]]. There is also different books how you can to manage programs, eg "The standard for program management" by the Project Management Institute.		There is several wiki page on how to manage programs in different ways [[http://wiki.doing-projects.org/index.php/The_Role_of_Program_Management_in_an_Organisational_Change]][[http://wiki.doing-projects.org/index.php/Program_management_in_change_management]]. There is also different books how you can to manage programs, eg "The standard for program management" by the Project Management Institute.

	=== Program Example ===		=== Program Example ===

Tais Christiansen: /* Program */

2021-02-26T09:52:10Z

Program

← Older revision		Revision as of 09:52, 26 February 2021
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	[[File: bobobobobo.png \|thumb\|400px\|right\| Figure 2: Illustration of a program.]]		[[File: bobobobobo.png \|thumb\|400px\|right\| Figure 2: Illustration of a program.]]
	So by looking at these three definitions it can be seen a program is a group of projects which have the same strategic goals. It is also worth mentioning that the lifetime of a program can be for several years. It makes sense since the program is a group of projects.		So by looking at these three definitions it can be seen a program is a group of projects which have the same strategic goals. It is also worth mentioning that the lifetime of a program can be for several years. It makes sense since the program is a group of projects.
	A good way to explain the key difference between a project and a program is: If you have a project, and remove one of the activists, the project will most likely be a failure, and thereby not deliver the benefit to the organization. But if you have a program and remove one of the projects, the program can still be beneficial for an organization. The figure, which is shown to the right, is an illustration of a program which has five projects in it. It is seeing the length of the project is different and none of the projects is depending on each other. When the ~~(ISO 21500:2012)~~ is talking about other activities it is things like controlling the economy of the program.		A good way to explain the key difference between a project and a program is: If you have a project, and remove one of the activists, the project will most likely be a failure, and thereby not deliver the benefit to the organization. But if you have a program and remove one of the projects, the program can still be beneficial for an organization. The figure, which is shown to the right, is an illustration of a program which has five projects in it. It is seeing the length of the project is different and none of the projects is depending on each other. When the DS is talking about other activities it is things like controlling the economy of the program.

	Also, the program can be evaluated on the success. The program's success is measured by the programs ability to deliver its intended benefits to an organization. So the way to measure the success of the program can in a way be compared to the way of doing it in projects. But in a program, the outcome and the benefit is much more important than in a project. A program is a comment element of a portfolio, which will be defined in the next sections.		Also, the program can be evaluated on the success. The program's success is measured by the programs ability to deliver its intended benefits to an organization. So the way to measure the success of the program can in a way be compared to the way of doing it in projects. But in a program, the outcome and the benefit is much more important than in a project. A program is a comment element of a portfolio, which will be defined in the next sections.

Tais Christiansen: /* Program */

2021-02-26T09:48:06Z

Program

← Older revision		Revision as of 09:48, 26 February 2021
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	== Program ==		== Program ==
	~~New~~ looking at a program. Once again the definition of a program will be obtained by comparing ~~three~~ well-known writing.		Now looking at a program. Once again the definition of a program will be obtained by comparing acknowledged well-known writing.

	''"A programme is generally a group of related projects and other activities aligned with strategic goals."'' - (ISO 21500:2012)		''"A programme is generally a group of related projects and other activities aligned with strategic goals."'' - (ISO 21500:2012)

Tais Christiansen: /* Summary */

2021-02-19T12:58:39Z

Summary

← Older revision		Revision as of 12:58, 19 February 2021
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	==Summary==		==Summary==
	To make a summary of the relationship of projects, programs and portfolios. It can be said that portfolios consist of programs and project which is not necessarily related to each other but they are managed as a group to achieve strategic objectives. Where a program is a group of ~~related~~ projects. And finely a project is a temporary endeavour undertaken to create a unique product, service, or result.		To make a summary of the relationship of projects, programs and portfolios. It can be said that portfolios consist of programs and project which is not necessarily related to each other but they are managed as a group to achieve strategic objectives. Where a program is a group of projects. And finely a project is a temporary endeavour undertaken to create a unique product, service, or result.

	A good and clear way to compere this three topics is to compare how they differ in a managing way. The "Project Management Institute" has made a table in some of their standards which explain it very well. The most important takeouts will be presented here below.		A good and clear way to compere this three topics is to compare how they differ in a managing way. The "Project Management Institute" has made a table in some of their standards which explain it very well. The most important takeouts will be presented here below.

Tais Christiansen: /* Program Example */

2021-02-19T12:35:27Z

Program Example

← Older revision		Revision as of 12:35, 19 February 2021
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	=== Program Example ===		=== Program Example ===
	An example of a program could be looking at a car brand once again. When a car brand makes a new car, they are most likely making differents models of one car. When you see eg. the Peugeot 208 series, they have different types. This man is compared to a program. They all share the same strategic goal, to make a medium car, but they do still have it in both petrol and diesel type. Here it is often seen the cares have different types of motors and gears. This is a very good example of the above theory. When thinking at the overall benefit of makings these cars, most likely make a profit. Would it be possible to obtain a profit ~~with~~ one of the types of cares? Yes.		An example of a program could be looking at a car brand once again. When a car brand makes a new car, they are most likely making differents models of one car. When you see eg. the Peugeot 208 series, they have different types. This man is compared to a program. They all share the same strategic goal, to make a medium car, but they do still have it in both petrol and diesel type. Here it is often seen the cares have different types of motors and gears. This is a very good example of the above theory. When thinking at the overall benefit of makings these cars, most likely make a profit. Would it be possible to obtain a profit without one of the types of cares? Yes.
	Here a comparison with a project can be done. By seeing if you can remove one of the elements from a car, and still have the benefit, profit. Would it be possible to remove eg. the motor and still sell the car? No.		Here a comparison with a project can be done. By seeing if you can remove one of the elements from a car, and still have the benefit, profit. Would it be possible to remove eg. the motor and still sell the car? No.
	So here it can be seen that in the program an element can be removed and still obtain the benefit, but it is more difficult in a project.		So here it can be seen that in the program an element can be removed and still obtain the benefit, but it is more difficult in a project.

Tais Christiansen: /* Others types of multi-project management models */

2021-02-18T16:11:36Z

Others types of multi-project management models

← Older revision		Revision as of 16:11, 18 February 2021
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	== Others types of multi-project management models==		== Others types of multi-project management models==
	When talking about multi-project management the two ~~muck~~ comment ones are these to the above-mentioned method, program and portfolio. But there are also other constellations one man organize project. Here two other ways to do it will be shortly introduced. The two is Platforms and Lineage.		When talking about multi-project management the two must comment ones are these to the above-mentioned method, program and portfolio. But there are also other constellations one man organize project. Here two other ways to do it will be shortly introduced. The two is Platforms and Lineage.

	[[File: hej.png \|thumb\|250px\|right\| Figure 4: Illustration of a Platform.]]		[[File: hej.png \|thumb\|250px\|right\| Figure 4: Illustration of a Platform.]]