Author: Oliver Carrick

A series of articles introducing people already trained in Project DPro to the merits of Program DPro

The five principles of Well governed, Participatory, Comprehensive, Integrated and Adaptive were first created for Program DPro. Since then, the latest edition of Project DPro has incorporated the same principles into its philosophy underlining their importance at project as well as program level. According to Program DPro:

Effective program governance provides a clear framework for control, accountability, tolerance, support, and decision-making at all levels.

We can why Well governed is a principle which applies to all the activities performed in the development and humanitarian sectors. Just like projects, programs also have clear levels of accountability. We might argue there is more to be gained by getting the Well governed principle right at program level, as unnecessary bureaucracy is likely to be costlier at this level.

People´s participation is a non-negotiable facet of development interventions and program management is no exception. Although participation in projects can be more extensive, the Program DPro manager will still use the principle of Participation to manage expectations, communicate and engage stakeholders.

The Comprehensive principle means the Program manager must understand how the program´s individual elements interrelate, including how each activity affects the other projects in the program. Moreover, at program level, there can often be benefits of managing the program comprehensively, including securing added value.

The Integrated principle requires the Program manger to take a step back and take a holistic view of the program. Whereas the Comprehensive principle considers the individual parts of the program, the Integrated principle views the program as a whole.

Just like projects, programs must often incorporate change according to the context of implementation. Whereas, change management in projects concerns the agreed change in deliverables, in program management, the Adaptive principle is used to ensure that the program is always best able to achieve the organizational objectives underpinning the program.      

In their entirety, the five Program DPro principles highlight both the similarities and differences between management at the project and programs levels. All these principles can be applied in projects, but programs are managed from a more strategic position.

If you enjoyed this series of articles, and would like to learn more about the principles of Program management, you can take one or more of the five Program DPro mini-courses for free.

A series of articles introducing people already trained in Project DPro to the merits of Program DPro

How do the phases and principles of Program DPro correspond with those pertaining to Project DPro?

As a Project DPro certified PM, you will be familiar with the five Project DPro phases of Identification and definition, Set-up, Planning, Implementation and Closure.

By comparison, Program DPro contains the four phases of Identification, Design, Planning and Implementation and Closure. The key difference is Program DPro’s Design phase which has a strategic focus and is aimed at determining which projects and activities are needed in order to help the organization achieve its strategic objectives.

The processes conducted during the Program DPro Identification phase include the organizational Theory of Change and a review of the country or regional Portfolio. Subsequent to the review of these and other documents, the Design phase will employ many of the tools Project DPro certified managers will be familiar with, but with a more strategic focus. For example, the Logical Framework has the levels of “Program goal” and “Program outcome”. Similarly, Gantt charts plot all projects required by the program, rather than individual activities within each project. The key outputs of the Design phase are the Program Charter and the Program Proposal.     

In Program DPro, planning and implementation constitute just one iterative phase. Rolling wave planning and implementation follow the philosophy of “Plan, Do, Review”. Due to the comparatively longer duration of programs, which can last years, they are often split into stages. Stages are managed through the use of plans and reports. Of course, many of the same project management areas, such as risk, change, human resources and finance are managed at program level, but with a more strategic focus.

Finally, program closure is often a natural end as the objectives the organization set about securing have been achieved.

A series of articles introducing people already trained in Project DPro to the merits of Program DPro

Article 1: Is Program DPro right for you?

Welcome to this new series of articles which provide an oversight to the Program DPro Guide specifically for people who have already certified themselves in project management by taking the Project DPro Foundation (previously PMD Pro Level 1) exam.

Building on this foundation, these articles will discuss the Program DPro methodology and its relationship to Project DPro.

In this first article. Let’s begin by discussing whether Program DPro is a qualification you should consider taking.

Who can take Program DPro?

• Program DPro is suitable for the following people:
• Experienced Program Managers
• Aspiring Program Managers
• Country and Regional Directors
• Recruiters
• Advisory and support teams
• Individuals and organizations working at local, national and international levels.

In short, you do not have to be a practicing Program Manager in order to study for and sit the Program DPro exam. Those working towards promotion or looking to develop their careers may particularly wish to achieve the certification without being Program Managers. As such, Program DPro can be considered as both a Pre-service and an In-service certificate.

Why take Program DPro?

The Program Manager is required to manage complexity relating to various interventions and multiple strategies relating to issues such as poverty, social justice and disease or disaster. Program DPro provides the training and information you will require to synergize and integrate the projects in your program by managing complexity.

How does Program DPro relate to Project DPro?
The quick guide to Program DPro effectively defines the relationship between the two guides as follows:
Building on the Project DPro approach, Program DPro integrates the concepts and tools recommended for Program Managers into a framework to improve the management of multiple interrelated projects as part of a coordinated program.
Perhaps the big difference between Project DPro and Program DPro is that the latter has a more strategic focus on the bigger picture. Knowledge of Project DPro is not a pre-requisite for anyone studying Program DPro, but a good knowledge of project management is necessary.

How do programs relate to projects?

The figure below shows the key elements of project, programs and portfolios. A project relates to the delivery of a number of outputs, with the project manager being charged with coordinating the project and its characteristics relating to time, scope, budget etc. In contrast, the program manager is more concerned with managing the organization’s achievement of its strategic objectives through the coordination of a number of different but related projects and other activities.

In the next article in this series, we will take a look at the phases and principles of Program DPro.