business management – write a brief around 100 words reflectionregarding your perspective on how an organisation

Write a brief (around 100 words) reflection regarding your perspective on how an organisation about to embark on a number of major programmes for the first time can benefit from developing a generic model of the programme life cycle. In a few sentences, relate the Key Concepts you have studied to your own personal or professional experience, and share examples to illustrate your viewpoint. Key concept: Analysis of how an organisation about to embark on a number of major programmes for the first time can benefit from developing a generic model of the programme life cycle Programme lifecycle follows the generic stages that the programmes, as well as projects, go through as they are developed. There are wide ranges of complexities of the wider environment where the programmes are formulated (Thiry 2010). It consists of the issue of dealing with wide variety of stakeholders as well as requires understanding the proper structures in order to respond to the demands of the stakeholders. Programmes are created when the establishing systems, as well as processes, are dealing with the life cycle. Finally, it is terminated, as it is vital to ensure that constancy, as well as incorporation with wider environment, is being maintained (Department for Business Innovation and Skills 2010). The program management life cycle requires reflecting on the ideas of long-term strategic management, somewhat than invention centric short-term vision of the project management to increase support from the managerial management. Muller, Martinsuo and Blomquist (2008) opined that both the programmes as well as projects go through the life cycles. In the perspective of both systems as well as processes established to manage the programme is on a long time scale as well as at more strategic level than the systems as well as processes set up in order to manage the projects. Regarding project management of the basic projects as well as linked project programme management activities are forecasted upon the efficiency of the stages that are taken at the setup of every programme life cycle (Enterprise Portfolio Management Council 2009). All the programming models are taken the importance of the formal process that is undertaken after all the projects within the programme are finished. Apart from this, the dissolution phase consists of formal closure as well as termination of the programme as well as the instigation of the processes to undergo an ongoing long-term benefits measurement. Siegelaub (2004) developed a framework for the project governance in order to optimize the projects management. Good project governance finds the optimal balance between the portfolio management, project sponsorship, project management offices as well as programmes and projects (Lycett, Rassau and Danson 2004). Therefore, focus on optimizing the particular element like maximizing the performance of particular project and programme at the expense that leads to sub-optimization at high organizational level. Programmes are planned in order to run the delivery of the benefits. A benefit is a assessable improvement, which results from the modification as well as outcomes that are commenced by the programme. The benefits are perceived as an advantage of one as well as more stakeholders (Thiry 2010). Financial benefits are formed as a division of the investment appraisal within the industry case, and it is used throughout as well as after the programme to compute the advantage increased as well as value for the money received (Enterprise Portfolio Management Council 2009). Finally, from the above analysis, it is analyzes that the ultimate goal of then programme is to understand the results as well as benefits of the planned relevance whereas the portfolio is used to explicate the entire set of the programmes as well as plans that are assumed by the association. Resources: Department for Business Innovation and Skills (2010) Guidelines for managing programmes: understanding programmes and programme management [Online]. Available from: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/31978/10-1256-guidelines-for-programme-management.pdf (Accessed: 12 August 2014). Müller, R. Martinsuo, M. & Blomquist, T. (2008) ‘Project portfolio control and portfolio management performance in different contexts’, Project Management Journal, 39 (3), pp.28-42. Thiry, M. (2010) Program management. Surrey, UK: Gower. Thiry, M. (2010). Program Management. Copyright 2010 by Gower Publishing Group. Reprinted by permission of Gower Publishing Group via the Copyright Clearance Center. •Chapter 6 , ‘Program life cycle outline’ (pp. 99-100 only) Too, E.G. & Weaver, P. The management of project management: A conceptual framework for project governance’, International Journal of Project Management (In press, Corrected proof). Enterprise Portfolio Management Council (2009) Project portfolio management: a view from the management trenches. Hoboken, NJ: John Wiley & Sons. Lycett, M., Rassau, A. & Danson, J. (2004) ‘Programme management: a critical review’, International Journal of Project Management, 22 (4), May, pp.289-299. Project Management Institute (2013c) The standard for program management. 3rd ed. Newtown Square, PA: Author. Siegelaub, J.M. (2004) ‘How PRINCE2 can complement PMBOK and your PMP, 2004 PMI Global Congress Proceedings, Anaheim, CA. Available from: http://samuellearning.org/Project_Management_Slides/prince2vsPMBOK.pdf (Accessed: 14 August 2014). Thiry, M. (2010) Program management. Surrey, UK: Gower. •Chapter 5, ‘Program actors’ (pp.97-100)