For most organizations, programs represent their largest investments-often in the billions of dollars. Top management is, in effect, placing bets that these programs can produce a larger return on investment than other potential investments in its portfolio. Of course they may also choose to invest in programs that will have long-term cost-reducing benefits, such as a migration away from legacy systems. Program managers are charged with managing these investments.

Management of stakeholders and their expectations is a key responsibility of program managers. They must also possess a number of other skills such as being able to clearly describe the vision & benefits of the program, describe how the program aligns with company strategic goals, the ability to work well with a variety of people, as well as the ability to navigate organization politics, and negotiate for resources. There are many others. In short, you need a closet full of hats to play the many roles.

Some programs are made up of 7 or 8 projects. Some require completion of hundreds of projects. For both program environments, you need to do more than just aggregate numbers from the various projects. But how? This presentation will provide insights and guidelines for standardizing program management that include the following:

• Program Lifecycle and Governance
• Program Management & Technical Infrastructure
• Benefit Realization Plan
• Interface Management Plan
• Transition Plan

Tom has been a program manager in both the public and private sectors and has worked as a director, project manager, project management consultant and program office consultant. He has managed a variety of projects, including software development, introduction of project management methodology, publishing, and course development.

He has worked with managers at all levels in aerospace, construction, consumer products, financial services, and high technology.

He is the author of The Complete Planning Guide for Microsoft Project published by Butterworth Heinemann, 1997. How to Plan Any Project: A Guide for Teams, 2nd edition, which focuses on managing teams and projects, was published by the Sterling Planning Group in September 1995. It was a PMI(c) Best Seller from 1996-2003. Another book, Successful Project Management, also aims at improving project and team management, was published by the American Management Association in February 1995. He is also the author of scores of articles and columns on project management and related topics.