Well, to answer that, we need to consider programme management principle #5 Adding Value.
The point that this principle is making is that to run a programme (and to run it well) costs money. Programme management teams do not come cheap (!), and the cost of them is above and beyond the cost of the various project management teams already in place.
The programme must therefore add value.
"A programme only remains valid if it adds value to the sum of its constituent projects and major activities." (MSP) Projects do not need the structure of a programme around them if that programme is simply a cost and adding no value.
How then, can a programme add value? Here's just three ideas:
- Better alignment with corporate strategy - with organisations running more and more projects it is vital that they are heading in the same direction as the business
- A programme can deliver additional benefits that any one project could not: 2 + 2 = 5
- Greater coherence across the capability being delivered by the projects. By maintaining a view of the required overall capability (the Blueprint), the programme can optimise the project mix at any one time.
Does your programme add value...?
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