Organizational Considerations

Transitioning to a program-oriented organization to develop new capabilities can be a challenging endeavor. In Chapter 1 we introduced the program management continuum as a way to demonstrate the variations in the implementation of program management within companies today. At the center of the continuum is an important point, which we refer to as the point of transition. This is a philosophical decision point where the senior leaders of an organization make a purposeful decision to transition their organization from being primarily project-oriented to being program-oriented. This section focuses on organizational considerations regarding how best to plan and transition to program management.

Specifically in Chapter 12, “Transitioning to Program Management,” we outline a process to determine if crossing the point of transition is what an organization really needs. As noted earlier in the book, many organizations are quite successful operating as project-oriented firms. Others, however, recognize that they have a need to cross the point of transition to become program-oriented. Not only is a decision model presented, but importantly, a transition model and best practices in transitioning are detailed in this chapter.

Chapter 13, “The Program Management Office,” details the role the PMO plays in establishing program management as a functional discipline within an organization. The description of the program management office, its primary functions, and operational elements are discussed. Additionally, PMO implementation guidelines and a variety of organizational factors worth considering when a management team is evaluating the formation of a program management office are presented.