A company is undertaking several related initiatives aimed at launching a new product line. These initiatives include product development, marketing campaigns, supply-chain setup, and customer-service training. The company wants to manage these initiatives collectively to ensure alignment with overall goals and to maximize benefits.
How should the company best categorize these efforts to manage them effectively?
These initiatives should be grouped into a program. A program is a group of related projects managed in a coordinated way to achieve benefits that would not be realized if the projects were managed separately. Treating the initiatives as a program allows coordinated scheduling, resource sharing, and benefit management so that every activity supports the new product line's success.
Managing each initiative as an independent project would limit coordination and could reduce the overall benefits. Including them only in the organization's portfolio would classify them correctly at the enterprise level but would not focus on the detailed coordination needed for these related efforts. Categorizing them as operational work is inappropriate because they are temporary endeavors with defined objectives, unlike ongoing operations.
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Project Management Fundamentals and Core Concepts
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