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PMG Publishes White Paper targeting Program Management Centres of Excellence

Practical advice on how to use IT to address the issues organisations face in managing Program Management Centres of Excellence and Program and Project Support Offices.

10 April 2004 - The Program Management Goup plc , the industry-leading program and collaboration management software specialist, today announced the publication of a white paper entitled 'Support for the Program Management Centre of Excellence and Program and Project Support Office'. The white paper targets executives in the Public Sector who need practical advice on how to support the successful delivery and governance of programs and projects.

Written by Geoff Reiss, PMG's Director of product strategy, chairman of 'The Programme Management Specific Interest Group' and author of leading titles 'Project Management Demystified' and 'Program Management Demystified', the white paper aims to provide a synopsis of some of the objectives and issues faced by Program Management Centres of Excellence and Program and Project Support Offices. It then outlines the functionality designed in the Hydra product suite to support these challenges.

Managing Programme Management Centres of Excellence and Program and Project Support Offices

The UK government is placing significant commitment on program management for the effective delivery of government policies and the Cabinet has already endorsed the establishment of Centres of Excellence within departments. Consequently, Public Sector Organisations need practical systems that support coherent upward reporting to the management board on key programs and projects for effective decision making and timely sharing of information through outward relationships with Whitehall, Departments and external departments.

Hydra's resource-centric project and program management solution enables Public Sector organisations to align their resources and capability to deliver policies. This means they can manage projects and resources that require work spanning across departmental boundaries. They can create formal governance and collaborative working processes that secure accountability and manage the escalation and resolution of complex issues. They can integrate individual action plans into the program and project environment and ensure objectives are fully embedded into the roles and responsibilities of each individual. And they can also assure delivery even when structural change or the use of external consultants may be necessary to support implementation.