How an organization about to embark on some major programs for the first time can get benefit from developing a generic model of the program life cycle. In a few sentences, relate the key concepts you have studied to your personal or professional experience, and share an example to illustrate your viewpoint.
The programs designed by an organization to implement through distinct projects need to maintain in a selective way. The major program cases are adjacent to the growth and development of an organization, which means the success and failure are directly linked to the future trends of the business. To get an easy hand in establishing a smooth running of the program, it is vital to follow a systematic structure; which can facilitate the project manager to run the project efficiently. Each of the program and project goes through a life-cycle, which needed to control by using a well defined program or project models. As the programs need to be taken care more resourcefully than that of the projects, the project manager should choose an appropriate model to avail the benefit of implementing the life cycle (Muller, Martinsuo, and Blomquist, 2008). The life cycle model suggested by Thiry (2010) has a tremendous impact in executing the projects. The model includes five interrelated steps to be carried out one after another; they are Formulation, Organization, Deployment, Appraisal, and Dissolution.
The benefit of utilizing the models can be illustrated with practical examples of personal and professional experience. The UK Office of Government Commerce has now supplied with some business innovation and skills that need to be implemented through some systematized processes. The programs associated with the processes are highly contrived and have own life cycle procedure to perform. Still, by using the appropriate life cycle models, the failure risk can be minimized in a better way. The construction projects developed through a well-defined number of programs are always done by following the systematic procedure only. The formulation of the construction project and the dissolution has an appropriate time frame to focus on the successful execution (Prencipe & Tell, 2001). The NGO programs formulated by different international organizations and associated governments always follow a suitable life cycle model to perform the programs successfully. The programmed projects are not compulsorily to be a specific size and hence the time frame to finish it depends upon the complexity only. The programs or projects may be joint or individual, but the handling process has the same process for the all. An organization formulating the life cycle models the first time also wouldn’t face any hindrances in the implementation if it is followed the steps of the models systematically.
If the model of Thiry (2010) is applied to a program of any size in a real life sense, the first step ‘formulation’ takes place to plan a very structured overview. The works and activities are needed to be done within a particular timeframe. The organization and development activities are the supportive performances to widen the success possibilities of the project. Deployment is the actual execution of the project where as the appraisal is the analysis works to measure the succession rate of the project. If the project achieves a standard target, it goes towards dissolution but if not the starting phase commences again till a successful completion. Each and every project or programs commenced by an organization have to go through these basic five steps as the steps involved with a standard procedure that has a universal application (Too and Weaver, 2014).
Reference List
Prencipe, A., & Tell, F. (2001). Interproject Learning: Processes and outcomes of knowledge codification in project-based firms. Research Policy, 30, 1373–1394.
Muller, R., Martinsuo, M., and 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: Grower. Chapter 6, ‘Program life cycle outline.’
Too, E. G. and Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International journal of project management. 32, 1382-1394.