Major programmes are just scaled-up projects. Do you agree or disagree Assignment

Major programmes are just scaled-up projects. Do you agree or disagree with this statement Explain your answer with reference to the implications for Major Programme Managers - Assignment Example I am absolutely sure a programme manager faces complementary challenges to managing various project leaders. This assignment will examine why major programmes cannot be termed as scale-up projects, and the implications on a major programme manager. Programmes cannot and should not be treated as scale-up projects. After performing a comparative biometric study of 517 program articles and a 1164 project articles published in the last 21 years in leading scientific business journals, Artto, Martinsuo, Gemunden, Murtuaro; found that projects relate dominantly to the product development theme, but programs relate to a wide variety of management themes. Examples include; manufacturing, quality, organizational change, change in work and industry, and product development. The level of analysis with programs seems to be an organization and its major parts. Project articles, on the other hand, seem to focus on single project level issues. The object of programmes is the change of a permanent organization. With projects, the permanent organization is a given factor that dictates criteria and enablers for project success (Artto, Martinsuo, Gemunden, Murtuaro, 2007). A programme manager faces organizational outcomes related challenges. The major challenge of the programme manager is the coordination of structures and processes used to manage multiple inter-related projects in the organization (Partington, Pellegrinelli, Toung, 2004). Programmes are a collection of change actions that might include both projects and non-project actions (Thiry, The Wiley Guide). Programme managers are accountable for the running of major functions in the corporation. They ensure the horizontal integration of projects and processes for the formulation of business strategies. They are also responsible for the vertical integration approach of projects across the project portfolio. Closing, through governance, the gap between corporate goals and product