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Multiple related software development projects are often managed concurrently and systematically to deliver a complex software system. This approach of managing multiple interdependent projects together to achieve a common goal is called program management (Pellegrinelli, 1997). A software development program can generate the benefits that cannot be achieved by managing projects individually. The software product development program has the special characteristics such as complexity, uncertainty and interdependence (1995). A software product development program can play an active role in managing the uncertainty and interdependence in the software development process. This dissertation is designed to examine the external communication effectiveness of the program team on the interdependence between the program and the larger organizational context. In addition, this dissertation studies the inter-project coordination effectiveness on uncertainty within a program. Based upon organizational Information Processing Theory (IPT) and Resource Dependence Theory (RDT), theoretical frameworks are developed. The proposed research models are tested by surveying software product development programs across a range of industries. The results will contribute to the understanding of multiple-project communication in a program's context. The specific interactions between coordination/communication and the product development characteristics will provide a guideline for the industrial practices.

Program management in the field of project management presents relatively new management method that links the correspondence of the particular projects with an organization strategy. Formation of the optimal portfolio projects for program results from the company goals, desired benefits, from the limitation of available resources, relations and connections among particular projects, and last but not least, from expectations of stakeholders. Its application in the organization can expressively improve the efficiency and the transparency over transmission the vision of the company to project level. The first, theoretical part, compares project, program and portfolio and their lifecycles. Rest of work contains a methods used to implementation of program management. Main goal of this thesis is to provide overview information on this area and introduce basic practices how to implement program management to a reader's organization.

Nenhuma / A utilização da energia nuclear está presente na geração de energia elétrica, na medicina, na indústria, na agricultura e na pesquisa e desenvolvimento. Todas essas atividades podem gerar rejeitos radioativos. Estes rejeitos são gerenciados e tratados por seus geradores e seu armazenamento definitivo é feito em repositórios. O Programa Nuclear Brasileiro inclui a implantação do Repositório Nacional de Rejeitos, visando garantir o gerenciamento e o armazenamento seguro dos rejeitos radioativos produzidos no território nacional. O Projeto RBMN, sob a responsabilidade da Comissão Nacional de Energia Nuclear (CNEN), tem como objetivo implantar este Repositório até seu licenciamento, o qual será o primeiro da América Latina. O grande desafio do Projeto RBMN é seu gerenciamento, devido, principalmente, à influência do grande número de partes interessadas envolvidas. Gerenciamento de projeto não é uma disciplina nova, existindo desde os primórdios da humanidade. A diversidade de projetos, bem como a complexidade envolvida, é crescente tanto em empresas públicas quanto em empresas privadas. Portanto, a utilização dos princípios e ferramentas do gerenciamento de projetos são de extrema importância para que este Projeto seja bem sucedido. O objetivo deste trabalho foi desenvolver o modelo de gestão a ser utilizado no gerenciamento do Projeto RBMN para proporcionar o entendimento entre os participantes do Projeto sobre o que fazer, quando fazer e como fazer, permitindo sua execução dentro dos requisitos definidos. A elaboração do diagnóstico da situação do Projeto e do plano de crescimento de maturidade, juntamente com a proposição das atividades do Escritório de Gerenciamento de Projeto (EGP), levaram ao desenvolvimento do Modelo de Gestão do Projeto RBMN (MGP-RBMN). O MGP-RBMN apresenta a governança, o ciclo de vida e os processos para a gestão do Projeto RBMN, levando em consideração as especificidades de projetos gerenciados por pesquisadores dentro de instituições públicas. Este modelo de gestão além de potencializar as chances de sucesso do Projeto RBMN permitirá o controle e recuperação de toda a documentação gerada durante o ciclo de vida do Projeto, de forma a apoiar o gerenciamento do repositório pelas gerações futuras. / The use of nuclear energy is present in eletrical power generation, medicine, industry , agriculture and research and development. All these activities can generate radioactive wastes. These wastes are managed and treated by their generators. Their final storage is made in repositories. The Brazilian Nuclear Program includes the implementation of the National Waste Repository, in order to ensure the management and the safe storage of the radioactive wastes produced in the country. Brazilian National Nuclear Energy Commission (CNEN) is responsible for the RBMN Project, which aims to implement and license this repository that will be the first one in Latin America. The great challenge of RBMN Project is to manage it, mainly due to the influence of the large number of stakeholders. Project management is not a new discipline, it exists since the antiquity. The diversity of projects and the complexity involved are increasing in both public and private institutions. Therefore, the use of project management principles and tools are very important for the success of the RBMN Project. The aim of this study was to develop a management model to be applied in the management of RBMN Project to improve the understanding of the stakeholders on what, when and how to do, enabling its execution meeting the defined requirements. The diagnosis of the Project status, the preparation of the growing maturity plan, and the proposal of the for Project Management Office (PMO) resulted in the development of the Project Management Model of the RBMN Project (MGP-RBMN). The MGPRBMN presents the governance, life cycle and the processes to manage the RBMN Project, according the specificities of the management in public research institutions. This management model will enhance the chances of success of RBMN Project and it will enable to control and to recovery all documentation generated during the life cycle of the project, in order to support the management of the repository by future generations

During the early 1960s, the US Department of Defense, under Secretary Robert McNamara implemented for the first time in national government a Planning-Programming and Budgeting System (PPBS) in order to improve effectiveness and efficiency in defence program management. McNamara sought improved effectiveness through a formal five-year program designed to reduce costs. He also sought efficient methods of managing joint service strategy coordination, requirements' analysis and planning, and improved alignment between the choice of requirements and the size and nature of the acquisition program. The Australian Defence Organisation (ADO) and the UK Ministry of Defence later sought to implement their own forms of PPBS. Recently, both have introduced program management innovations that seek to achieve more reliably effective and efficient outcomes. The thesis has reviewed program management theory with a particular focus on its implementation challenges relating to strategic management, program review, personnel management and program coordination. It has sought to answer the research problem: Which specific management designs could offer better outcomes for Australian defence technological edge programs? The thesis' central proposition is that the greatest opportunities for improving defence program outcomes occur when classic PPBS concepts are implemented within a Program Management System that incorporates Zero- Base budgeting (ZBB), Management by Objectives (MBO), and Matrix structural systems. All of these systems, either alone or in combination seek to enhance program quality, scheduling, financial management and evaluation. The research used in-depth case study research based on qualitative data found within a selection of recent Australian National Audit Office reports, and other public records. The central proposition is subjected to dynamic reliabilityrelated contingency analysis and evaluation. The thesis concludes with the proposition that if managers were to implement a contingency based integrated mixture of the above-mentioned systems they could expect improved technological edge program outcomes.

Conventional thought dictates that what cannot be measured, cannot be improved. In a quest for improved operational and financial performance, many project-based enterprises have developed numerous methods to measure success. Unfortunately, many of these methods appear to be neither applicable beyond the project boundary nor able to promote effective and proactive decision-making. As a potential remedy, a theoretical framework was developed using principles of Enterprise Engineering to create a performance measurement system for project-based organizations. Known as ARIES (Agile Resource Information and Execution System), the framework builds upon existing project and program management knowledge in order to provide a quantitative methodology for evaluating aspects of enterprise sustainability. By incorporating specific measures, the framework is also able to create a graphical depiction of the enterprises operational performance. To validate the framework, retrospective data were obtained from a successful Architecture and Engineering (A/E) firm that designs and oversees commercial building projects. Analysis of the data provided a picture of the frameworks immediate and long-term benefits for project-based enterprises. From this picture managers can make improved decisions regarding existing and future work, thereby positively impacting the operational performance of the enterprise and enabling it to remain viable over a considerable period of time.

The importance and use of data and information to make sound programmatic decisions are receiving increased attention as state and federal funding for public health programs grows tighter and as demands for accountability continue. This dissertation provides insight into fundamental questions regarding the utilization of a Web-based reporting system on knowledge management practices for Tobacco Prevention Programs and examines what happened in Texas after the merger of the Tobacco Prevention Program into the Substance Abuse Prevention Program. A phenomenological qualitative approach was used to explore meaning of actions and to identify common themes as they relate to information sharing and utilization of Texas’ Program Management and Tracking System (PMATS). Twenty-four semi-structured interviews were conducted. First, core functions of PMATS are examined through the experiences of its end-users; and second, the impact of the merger on retention and use of PMATS within the Department of State Health Services is explored. Four themes were identified as they relate to core functions of PMATS, including its use as a codification system, its use to track performance measures, and its use for report generation and for programmatic decision-making. These four primary uses of PMATS remained the same pre- and post- merger, although how the systems were utilized during these periods differed. A central theme that permeated all interviews was the impact of the merger of the Tobacco Control Program into the Substance Abuse Program on individual beliefs and attitudes (i.e., job security, low morale, etc.), on systems characteristics (i.e. feedback, internal reporting structures, etc.), and on organizational culture (i.e., training, leadership, etc.). Since entering into PMATS was contractually required, individual attitudes and beliefs did not impact use of PMATS. However, competing IT systems, lack of a champion, lack of knowledge and support by upper management, and lack of communication were identified as key influences on systems characteristics and on organizational culture, which ultimately contributed to the termination of PMATS. Both applied research and practice recommendations are discussed, including IT due diligence, creating a knowledge culture, and network analysis of information sharing practices. / text