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Participation in program management and Supporting

Participation in program management and Supporting

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Participation in program management and Supporting

The following article is part of the self-preparation for the modern BVOP® Project Management Certification program.

This chapter explains the participation of project managers in program management in the context of BVOP.

  1. Participation in program management
  2. Supporting

Participation in program management

The Business Value-Oriented Project Management (BVOPM) office may be part of the Business Value-Oriented Program Management (BVOPGM) office, or they both may be considered as one.

Participation in program management may include:

  • Assisting in defining project management methodologies, practices, or frameworks.
  • Requesting support, advice, and knowledge from other roles.
  • Assisting in modifying or combining project management methodologies or practices.
  • Presenting decisions, pros and cons to interested parties.
  • Assisting in training other roles in the modified methodologies or practices.
  • Assisting in maintaining a knowledge database of lessons learned.
  • Assisting in spreading knowledge across other roles.
  • Supporting other roles, offices, and interested parties.

Supporting

The BVOPM office participates in various supporting activities planned by the BVOPGM office and follows its strategies, objectives, and guidelines.

Supporting is presented in the Business Value-Oriented Program Management section.

Comments from the BVOP™ community

Samantha Evans

The project manager is the management role that is really close to the team and the project. Participation in the definition of project management methodologies and practices is a fully understandable activity as the program manager does not always know details about the project specifics and the work of the teams.

BVOP addresses that senior management should apply modern management principles in organizations. The role of the program manager is precisely that - to introduce a new mentality. The program manager should be the provocateur of collaborative work between program and project managers. The role of the BVOP Executive Director is the same, but while the senior management does not introduce a modern culture and understands, "responsibility" lies with the project manager.

Interact with senior management at any cost, on a regular and projective basis. Communicate with your teams, keep your notes and points. Create conditions for productive work together with senior management.

It is not by accident that BVOP states that PM and PGM offices can be accepted as one.

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