Sample Business Paper on The Program Management Process

Effective program formulation, implementation, and management call for multi-sectorial concerted efforts. Often, most programs consist of numerous sub-projects and mammoth tasks harmonized together. These sub-projects are interdependent and usually reinforce the overall program objectives.

Thesis: An effective plan should be well defined in terms of its role and fit with others that are related and the required resources, and it should have the necessary personnel.

Literature Review

  1. Programs are community specific developmental initiatives within populations.
  2. Often seek to address certain intrigues in society.
  3. Encompass several projects strategically dispersed to offer
  4. Broader outreach
  5. Custom tailored services to the grassroots.
  6. Proper initiative management demands consolidation of efforts from all industry players to include community, governmental and employee input(Chapman & Ward, 1996).
  • The government is tasked with the provision of access and security infrastructure
  • The community in providing environmental ambience for the existence of the projects
  • Employees in aligning with program objectives.

However, very few publications have been made towards juxtaposing the field of program management.

  1. A program should be defined according to its
  2. The program interface and interactions with superordinate programs
  3. Interactions with subordinate projects
  • Midpoints during the course of the program
  1. Define the chains of command and internal protocols that govern the functionality of the program
  2. Pre-empt risks likely to be encountered in the course of the program as well as mitigate plans for the pitfalls (Raine, 2003)
  3. Resources Management
  4. Define the number of resources available for the program
  5. Raine challenges program managers to have breakdown how the resources shall be distributed – in terms of allocation to each project based on the budget (Raine, McIntyre, & Dayle, 2003).
  • Highlights follow up mechanisms to ensure that the budget is followed precisely.
  1. Establish a Program Office whose sole purpose is to:
  2. Ensures direct operational command of the program
  3. Guarantees centrality of communications received from satellite offices
  • Ensures proper relay of particulars for each program
  1. Coordinate material and technical support to satellite stations
  2. Audit data and information received from these outposts on a time-to-time basis
  3. Meetings
  4. Used for communicating official information
  5. Must be clearly defined in terms of:
  6. Intervals until the next meeting
  7. Circumstances for convening a meeting
  • pre-communication of the agenda of the meeting
  1. Who participates in the meeting
  2. How the meetings are convened
  3. Where the meetings are convened

Coordinated meetings between the program manager and the project managers as well as other stakeholders, is vital for keeping abreast of the latest developments in the field.

  • These meetings communicate any changes in policy and or management changes to project managers.
  • They also serve to equip managers with such practice as maintaining confidentiality of project and or program specific policies.


  1. Defining a project
  2. sets the parameters within which the project is set to operate.
  3. It guides interactions within the organizations and with other organizations.
  • it draws together inputs of various projects and guides them towards realization of the greater objectives of the organization.
  1. Setting up a program office
  2. Facilitates coordination of services as well as replenishing of supplies to the satellite outposts.
  3. It also offers privacy for the smooth operations of activities within an organization.
  • Organizations that set up operational commands often realize massive success pre and post establishment.
  1. Proper management that embellishes dynamism often leads to program success.
  2. Holding regular meetings
  3. With project managers spurs excellent results.
  4. Forms a system of checks and accountability to project managers
  • Agitates pro-activity in project managers thus alleviating elements of complacency.


The mammoth nature of projects demands machine-like coordination among the players. Therefore to successfully negate pitfalls associated with large organizations and register success during project execution demands for proper breakdown of roles each individual is to play.

  • Attainable if time dependencies between projects are fast-tracked and executed expeditiously.
  • Milestones made should be highlighted for staff and team appraisal.
  • Project managers and coordinators must liaise with the requisite governmental apparatus to facilitate and ensure compliance with the laws of the land. These help in avoiding matters litigation that could challenge the authenticity and validity of the organization in executing its mandate in a jurisdiction.


Chapman, C., & Ward, S. (1996). projet rik management: processes, techniques and insights.       London : John Wiley publishers.

Raine, K., McIntyre, L., & Dayle, J. B. (2003). The failure of charitable school and           commuity-based nutrition programs to feed hungry children. Critical public health , 13 (2), 155-169.

Smith, L. H. (1979). Feed your kids right: Dr. Smith’s program for your child’s total health.         McGraw Hill.