High impact training : achieving synergies between program management education and workplace practice

This paper addresses the challenges of transfer of training back to the workplace for programme and project managers who are being groomed for the leadership of large and complex projects. The paper draws on the experience of the development and delivery of Queensland University of Technology (QUT) education programs: an Executive Masters of Complex Project Management and a series of Continuing Professional Development (CPD) events for an Australian government agency, Defence Materiel Organisation (DMO). Drawing on notions of ‘far transfer’ (Laker 1990; Noe, 1986) and ‘transfer climate’ (Kozlowski & Salas, 1993; Yamnill & McLean, 2001), the paper describes the steps undertaken to achieve a design that ensures that programme and project leadership skills developed through these corporate education programs become successfully embedded back in the organisation. Further, the paper reports on a small qualitative study where the programme success was evaluated by the organisational sponsor, senior leaders and program participants. Nine interviews were conducted and analysed to identify the success of far transfer and transfer climate four months after the return of program participants from cohort 1 2008 to the workplace.

Farm Program Management - Phase II

Jointly manage The Farm Program within the Cotton Catchment Communities CRC.

National highway safety program management requirements for localities. Volume II. Survey and methodology.

National Highway Safety Bureau, Washington, D.C.

Highway safety program management and reporting system. Volume I. System description.

National Highway Safety Bureau, Washington, D.C.

National highway safety program management requirements for localities. Volume I. Study report.

National Highway Safety Bureau, Washington, D.C.

Regional safety program management seminars. Volume I of II. Final report.

National Highway Safety Bureau, Washington, D.C.

Fuel cell benefits : the program management office viewpoint /

Mode of access: Internet.

A professional research and knowledge taxonomy for youth development : youth program management, January 1990 - July 1991 /

Includes index.

NASA program management and procurement procedures and practices [microform] : hearings before the Subcommittee on Space Science and Applications of the Committee on Science and Technology, U.S. House of Representatives, Ninety-seventh Congress, first session, June 24, 25, 1981.

"No. 16."

Life cycle program management & evaluation : an heuristic approach /

"Prepared for use by the Cooperative Extension System"--Cover.

Child care food program management manual for institutions.

Cover title.

Schedule, cost, and profit control with PERT : a comprehensive guide for program management,.

Bibliography: p. 203-206.

Child care food program management manual for institutions.

Issued Sept. 1980.

Program and project management

Program management serves as an overall vehicle for the transformation effort. It aims to support the implementation of the decided strategy in order to achieve the expected benefits in a business transformation initiative. A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available when managing them individually . A project on the other hand, is a temporary endeavor undertaken to create a unique product, service, or result. Projects tend to have definite start and finish points, with the aim of delivering a predetermined output, giving them relatively clear development paths from initiation to delivery. Programs, on the contrary, exist to create value by enriching the management of projects in isolation. Programs typically have a more strategic vision of the desired end goal, but no clearly defined path to get there. Therefore, program management is expected to deal with the uncertainty surrounding the achievement of the vision, whereas projects work best where the outputs can be well defined.