Clarifying the relationship: Responsibilities of Project Managers and programme Managers
Projects are conceived within a wider programme, i.e. a broad framework of goals to be achieved, serving as a basis to define and plan specific projects. Programme management provides a layer above Project Management, providing a framework where projects can be run successfully but leaving project management to the project management teams.
Programmes are implemented through projects. In a sense the "projects" can be considered as the "activities" of a programme (that is why sometimes projects are also called "actions"). The difference is that while the activities of a project are defined when the project is planned, projects (i.e. program actions) are developed later, once the programme was broadly defined. Program management provides a layer above project management establishing a framework where projects can be run successfully, but leaving project management to the project management teams. (See also: the 3 level hierarchy of project/programme objectives;).
It is the responsibility of the project manager to:
The person in the organisation responsible for the project, above the project manager, is the programme manager .
It is the responsibility of the project sponsor (generally in the role of programme manager) to:
These tasks below are best performed when done by a competent project manager under the supervision of a programme manager. In some cases however projects are prepared by non-implementing experts.
When a project is designed by non implementing staff, the implementing team should revise the plan, understand it well and eventually modify it as to suite the team competences and vision.
While "control" is done by the project manager (that include monitoring of subordinates and self evaluation) project evaluation is generally done directly or through a group by the line manager of the project manager and is an activity occurring in the "shared field" between project and programme management.
A fundamental of programme/project management is that :
a good deal of managerial autonomy (from institutional superiors) is given to the project manager to lead the project team to implement the Project Plan Document, in order to deliver the project results according the methodology indicated in the plan and within the cost and time limits previously defined;
the project manager and the project team have no authority to change project scope and methodology, nor to increase budget and time allocations and that for whatever modification to the project plan they have to get the approval of the other stakeholders through a previously defined change process that will lead to formally agreed
See the chapter on the Professional figures and specifically
See also: