Program Management
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Program Management
1) Beginning
2) The Corporate
Impediments
3) The Industry
Impediments
4) A New Way
of Thinking
5) Elements of
Program Management
6) Why the need for a
new “class” of vendors?
7) A Better Way
Part 4: A New Way of Thinkingline
What is needed is a new paradigm; a new class of service providers, and some fundamental changes in the way projects are structured, staffed and carried out. The financial and operational costs of perpetuating the status quo are just too high. The accelerating pace of change in today’s business economy, combined with reductions in staff and administrative budgets, brings even greater validity to taking a fresh look at how facilities projects are implemented to accomplish organizational objectives. Traditional service provider roles and responsibilities clearly require critical review to enable a more responsive solution to these issues. We submit that the conclusion of such an examination will be the need for establishing an entirely new “Program Management” professional and service provider class and a corresponding new approach to facilities projects. The result will provide a more defined central responsibility for overall project coordination, including more rapid project delivery, an improved standard of quality, a greater emphasis on cost control and a more efficient use of corporate resources, important metrics for judging a better quality project.
We are convinced by years of research and experience that Program Management, effectively applied, can produce time savings of 50% versus today’s delivery approach, and costs across the board will be reduced at least by 25%.
This demonstrates how much inefficiency is in the system today, and ultimately paid for by every tenant/user of every building.