Is Build Build Build a project or a program? Why explain?

As per the basis of determining whether if the build build build plan of the government is a
program or a project we could consider it to be both, the buid build build effort of the duterte
administration’s is technically a program if we would see it politically for the administration
placed and designed to boost and modernize the country's infrastructure backbone by sponsoring
and backing several key infrastructure projects. the reason for this boost in infrastructure
program is to support the goal of our government which is to sustain the rapid growth and attract
investment and attain economic inclusion for all Filipinos, in the process the program will help
generate 1.7 million jobs by 2022 as well as secure our country's fast paced growth in the
medium term. The main priority of this program is build seaports, airports, roads and railways as
per the need of our ever growing economy and population. On the other hand it is also
considered as a project for once the government assigns the budget and its plan to the department
namely (DPWH) it will be then sub divided into key projects targeted by the administration. The
department then will have direct control on the progress and the project’s completion with the
direct supervision and checks from other agency and government department such as the
department of finance, department of budget management and commission on audit. Therefore as
this said the build build build initiated by the duterte administration can be both classified as a
project and a program.
What is Program Management?
Program management is the management of different but related projects. When you have
multiple projects connected to each other, you group them together and manage them as a whole
“program”. Furthermore program management can also be defined as the overall management of
the interrelated projects that make up the program. It also involves linking in with the Business
Change functions within the business areas affected to ensure that the changes are properly
implemented. As with project management, planning work and tasks is a key part of program
management, but the work is more closely aligned to the organization’s ongoing strategy, rather
than specific deliverables.
Program management is the planning, organizing, directing, and controlling of company or a
corporations resources for a relatively short-term objective. It is clear from this definition
that program management is concerned with the dynamic allocation, utilization, and direction of
resources (both human and technical), with time in relation to both individual efforts and product
delivery schedules, and with costs relating to both the acquisition and consumption of funding.
As a corollary, it is safe to say that without the direction project management provides, work
would have to proceed via a series of negotiations, and/or it would not align with the goals, value
proposition, or needs of the enterprise.

Within a program, these same responsibilities (i.e., allocation, utilization, and direction) are
assigned to people at three levels in the management hierarchy; the higher the level, the more
general the responsibilities. For example, at the bottom of the management hierarchy, project
managers are assigned to the various projects within the overall program. Each manager carries
out the management responsibilities we described above.
At the middle of the hierarchy is the program manager/director, whose major responsibility is to
ensure that the work effort achieves the outcome specified in the objectives and goals. This
involves setting and reviewing objectives, coordinating activities across projects, and overseeing
the integration and reuse of interim work products and results. This person spends more time and
effort on integration activities, negotiating changes in plans, and communicating than on the
other project management activities we described (e.g., allocating resources, ensuring adherence
to schedule, budget, etc.).

At the top of the program management hierarchy are the program sponsor(s) and the program
steering committee. Their major responsibility is to own and oversee the implementation of the
program's underlying business and IT strategies, and to define the program's connection to the
enterprise's overall strategic plan(s) and direction. Their management activities include providing
and interpreting policy, creating an environment that fosters sustainable momentum for the
program (i.e., removing barriers both inside and outside the enterprise), and periodically
reviewing program progress and interim results to ensure alignment with the overall strategic
vision.

What are Projects and what are its main components?

Project is a procedure that involves the strategic management of the processes related to the
objective or the project itself, generally known as “Knowledge Areas”. Consider project as the
process of building the products navigation map which will guide you step by step through all
the areas of interest, showing you the right path to a successful result.
Components of a Project.
Core processes are usually interrelated and intertwined with each other and need to be performed
in the same order on the majority of projects. They include three essential procedures for
developing the project plan:
Planning and Defining the Scope: The first thing to do is to develop a clear scope statement as
the project’s foundation. The whole project will be built upon this and after that you can
subdivide the major project objectives into clear and manageable deliverables.

Developing the Schedule

Requires a series of several procedures in order to create the project schedule that involves:
Identifying and cataloguing the activities that must be performed to produce the various project
deliverables, analyzing the sequence of activities and documenting any interactivity
dependencies. Estimating all the work periods needed and how long it will take to complete
individual activities. It is also useful to design a Milestone List, which lists the most important
deliverables as way points, which will help you to evaluate the progress of a project.

Resource Planning: Includes the determination of resources (people, equipment, materials, etc.)
and the quantities necessary to carry out the project activities, the development of a cost
approximation of the resources required to complete the project and the cost budgeting and the
allocation of the overall cost estimation to individual work packages.
The facilitating processes, are general interactions among the planning processes that are
dependent on the nature of each project. Although these processes are performed intermittently
and in no particular sequence during project planning and execution, they are not optional and
include six additional components of a project plan:
Quality planning: You should identify the quality standards relevant to the project and
determine how to achieve them.
Organizational Planning – WBS (Work Breakdown Structure): Here, one should identify,
document and assign project roles and responsibilities among the staff and set the reporting
relations. The next step is Staff Acquisition, or getting the needed human resources assigned to
and working on the project. A useful tip is to form clear and manageable work packages that
correspond to the individual work performed by each of the staff and create a document which
will serve as a reference point for managing project progress.
Setting a Communications plan: This involves configuring the information and
communications needs of all the stakeholders (who needs what information, when will they need
it and how they will get it).
Risk Management Planning, is one of the most important components of a project plan and
decides the approach and plan for risk management in a project. And involves the following
processes:
  Identifying key risks likely to affect the project and documenting the characteristics of
each. Performing a Qualitative Risk Analysis of the project’s risks and conditions in order
to prioritize their effects on the project objectives.
 Running a Quantitative Risk Analysis, measuring the probability and impact of each of
the risks and estimating their impact on the project’s objectives.
 Develop a Risk Response Plan, building up a mechanism to strengthen contingencies and
reduce any threats to the project’s objectives from risk.
Procurement Planning: Defining what to procure, how much to procure and when.

Solicitation Planning: Documenting product requirements and identifying potential sources.

What are the types of Project Management Methodologies that Suits which Type of
Projects?

1. Waterfall
The Waterfall methodology is the oldest methodology on this list. It was first outlined by Dr.
Winston Royce in 1970 as a response to managing the increasingly complex nature of software
development. Since then, it has become widely adopted, most prominently in the software
industry.
The Waterfall methodology is sequential. It is also heavily requirements-focused. You need to
have a crystal clear idea of what the project demands before proceeding further. There is no
scope for correction once the project is underway.
The Waterfall method is divided into discrete stages. You start by collecting and analyzing
requirements, designing the solution (and your approach), implementing the solution and fixing
issues, if any.
Each stage in this process is self-contained; you wrap up one stage before moving onto another.
Advantage of waterfall method:
Ease of use: This model is easy to understand and use. The division between stages is intuitive
and easy to grasp regardless of prior experience.
Structure: The rigidity of the Waterfall method is a liability, but can also be a strength. The clear
demarcation between stages helps organize and divide work. Since you can't go back, you have
to be "perfect" in each stage, which often produces better results.
Documentation: The sharp focus on gathering and understanding requirements makes the
Waterfall model heavily reliant on documentation.
This makes it easy for new resources to move in and work on the project when needed.
Best For:
The Waterfall methodology is most commonly used in software development.
It works best for the following project types:
Short, simple projects Projects with clear and fixed requirements Projects with changing
resources that depend on in-depth documentation.

2. Agile
Agile, another software development-focused PM methodology, emerged as a response to the
failure of Waterfall method for managing complex projects. Although Agile PM ideas had been
in use in the software industry for quite a while, it formally came into being in 2001 when
several IT representatives released the "Agile Manifesto"
In approach and ideology, Agile is the opposite of the Waterfall method. As the name implies,
this method favors a fast and flexible approach. There is no top-heavy requirements-gathering.
Rather, it is iterative with small incremental changes that respond to changing requirements.
Advantages
Flexibility and freedom: Since there are no fixed stages or focus on requirements, it gives your
resources much more freedom to experiment and make incremental changes. This makes it
particularly well-suited for creative projects.
Lower risk: With Agile management, you get regular feedback from stakeholders and make
changes accordingly. This drastically reduces the risk of project failure since the stakeholders are
involved at every step.
Best for:
The flexibility of the Agile approach means that you can adapt it to different types of projects.
This methodology works best for:
When you don't have a fixed end in mind but have a general idea of a product.
When the project needs to accommodate quick changes.
If collaboration and communication are your key strengths (and planning isn't)
3. Hybrid
The Hybrid approach, as the name implies, is a combination of the Waterfall and Agile
methodologies. It takes the best parts of both Waterfall and Agile and combines them in a
flexible yet structured approach that can be used across different projects.
The Hybrid methodology focuses on gathering and analyzing requirements initially - a nod to the
Waterfall method. From thereon, it takes the flexibility of Agile approach with an emphasis on
rapid iterations.
By combining attributes of Waterfall and Agile, the Hybrid method (sometimes called
"Structured Agile") gives you the best of both worlds.
Advantages
Increased flexibility: Past the planning stage, the Hybrid method affords you significantly
increased flexibility when compared to the Waterfall method. As long as the requirements don't
change substantially, you can make changes as they're requested.
More structured: By borrowing the initial planning phase from Waterfall, the Hybrid method
addresses one of the biggest complaints about the Agile approach - lack of structure and
planning. Hence, you get the "best of both worlds".
4. Scrum
Scrum isn't a fully-featured project management methodology. Rather, it describes an approach
to Agile management with a focus on project teams, short "sprints" and daily stand-up meetings.
The Scrum approach places the project team front and center of the project. Often, there is no
project manager. Instead, the team is expected to be self-organizing and self-managing. This
makes it ideal for highly focused and skilled teams, but not so much for others.
Advantages
Scrum "sprints": The Scrum approach is heavily focused on 30-day "sprints". This is where the
project team breaks down a wishlist of end-goals into small chunks, then works on them in 30-
day sessions with daily stand-up meetings. This makes it easy to manage large and complex
projects.
Fast paced: The "sprint" approach with its 30-day limit and daily stand-up meetings promotes
rapid iteration and development.
Team-focused: Since the project team is expected to manage itself, Scrum teams have clear
visibility into the project. It also means that project leaders can set their own priorities as per
their own knowledge of their capabilities.
Best for
The Scrum approach is best for highly experienced, disciplined and motivated project teams who
can set their own priorities and understand project requirements clearly. It has all the flaws of
Agile along with all its benefits. It works for large projects, but fails if the project team itself is
very large.
5. Critical Path Method (CPM)
Critical Path Method, you categorize all activities needed to complete the project within a work
breakdown structure. Then you map the projected duration of each activity and the dependencies
between them.
This helps you map out activities that can be completed simultaneously, and what activities
should be completed before others can start.
Advantages
Better scheduling: The emphasis on mapping the duration of activities and their
interdependencies help you schedule tasks better. If task X depends on task Y to be finished first,
CPM will help you identify and schedule for it.
Prioritization: The success of the CPM methodology depends on identifying and mapping critical
and non-critical activities. Once you've mapped these activities, you can prioritize resources
better.
Best for
The Critical Path Method is best-suited for projects with interdependent parts. If you require
tasks to be completed simultaneously, or for one task to end before another can begin, you'll want
to use this methodology.
CPM finds a lot of application in complex, but repetitive activities such as industrial projects. It
is less suited for a dynamic area such as creative project management.
6. Critical Chain Project Management (CCPM)
Critical Chain PM is one of the newer project management methodologies out there. It was
developed as an alternative to the Critical Path method with a focus on resource management.
With CCPM, you work backward from the end goal. You recognize the deliverables, then use
past experience to map out the tasks required to complete the project. You also map out the
interdependencies between resources and allocate them accordingly to each task.

Advantages
Resource-efficient: The entire focus on proper resource management makes CCPM one of the
most resource-efficient project management methodologies around. The emphasis on
monotasking is also well-aligned with our modern understanding of the detrimental effects of
multitasking.
Focused on end goal: CCPM doesn't obsess over the "optimum" solution to a problem. Instead, it
prioritizes "good enough" solutions that can help meet the end-goal. Since you also work
backward from the end-goal, CCPM usually yields better results for complex projects.
Best for
CCPM works best in environments where resources are devoted to a single project. If you have a
dedicated team for a project, it works great. If your team is spread across several projects, you'll
struggle with resource planning.
The resource-focused approach of CCPM is also ideal for resource-strapped project teams. If you
find yourself constantly overworked or missing deadlines, the CCPM methodology might be for
you.
7. Integrated Project Management (IPM)
Integrated Project Management (IPM) - sometimes also called "Integrated Project Delivery" - is
a common project management methodology in creative industries. This methodology
emphasizes sharing and standardization of processes across the organization.
The IPM approach came about as a response to the increasingly integrated nature of creative
campaigns. You don't just produce a single ad; you integrate the ad with microsites, digital
content, etc.
Advantages
Transparency: Integrating processes across the organization improves transparency within the
organization. The IPM approach focuses on team members documenting and meeting regularly,
which helps keep everyone in the loop.
Accountability: The integrated nature of the IPM approach makes the entire project team
responsible for the project. Since no team member can operate in a silo, IPM improves
accountability.
Best for
Large agencies with diverse teams and processes benefit the most from Integrated Project
Management. It works best for complex creative projects where you need resources from
multiple teams and departments to interface with each other.
8. PRiSM
PRiSM (Projects integration Sustainable Methods) is a project management methodology
developed by Green Project Management (GPM) Global.
As hinted by the creator's name, the PRiSM approach focuses on accounting for and minimizing
adverse environmental impacts of the project. It is different from traditional methodologies in
that it extends beyond the end of the project. Instead, it factors in the entire lifecycle of the
project post-delivery to maximize sustainability.
Advantages
The PRiSM approach is very pertinent for modern projects where environmental costs and
sustainability are key success criteria. For large projects where reducing energy consumption,
managing waste and minimizing environmental impact is critical, PRiSM offers a viable project
management ideology.
Best for
PRiSM is mostly suited for large and complex real estate and industrial projects where
sustainability is a key concern.

what are the requirement of each phase of project management life cycle?

Components of project management

There are five Components of project management.

These Components are as follows:

Initiation
Planning
Execution
Performance monitoring
Closure

1: Project initiation
This is where a project starts. The purpose of this components is to define the project in a larger
sense. Here, the project manager starts with a kick-off meeting with a client(s) to understand the
goals and objectives and most importantly, their expectations from it. It’s essential that he goes
through all the details and ask as many questions as possible to develop a better understanding of
the project.
In the initiation phase, they answer the following questions :

Why this project?

Is the project feasible?
Who are going to be potential partners in the project?
What are the boundaries of the project?
How does the end-result look like?

2: Project planning
a stage where the roadmap for everyone to follow. It involves setting goals and describing job-
responsibilities to the project members. Many project managers set S.M.A.R.T goals to make the
process achievable.
S.M.A.R.T goals – It is a popular goal-setting process that helps you set goals which are
ambitious yet doable. If you break the word, every alphabet signifies a quality that can help you
set well-crafted goals.

Specific: To set specific goals and have an answer for every what, who, where, which, when, and
how.
Measurable: To define criteria that can be used to measure the success of a goal.
Attainable: To identify what it will take to achieve those goals.
Realistic: To set goals that are actually doable and achievable in the given time.
Time-bound: To create a timeframe to achieve every goal.
the most challenging phase of project management as project managers need to take care of the
preconditions, functional requirements, operational requirements, and design limitations.
Moreover, this phase also involves identifying the work, preparing the schedule, and estimating
the cost and is often referred to as risk management.

3: Project execution
the phase when the project starts taking it shape. As a lot of things are happening while executing
a project, maybe that’s why it’s referred to as meat of the project. The programmers are working
on coding, web designers with the graphic material, status and performance reports are made by
project managers. This phase is also called implementation phase.
Here are some of the important things are being taken care of in the implementation phase.
Report progress: Regular updates and status reports are required when the project is in the
execution stage. It’s important to provide the required information in the right format and
identify the issues as well. These resources will prove beneficial in the times of a crisis.
Hold weekly meetings: Weekly meetings can save your team deviating from the important
activities. Clear agendas should be set for the meeting so that no time is wasted as team members
are already well-aware what the meeting is for and the overall productivity doesn’t get affected.
Manage problems: As the project is in motion, problems are bound to happen. You can face
issues like quality, time management, the decline in a team’s morale that can threaten the success
of a project.

The main objective is to achieve results that meet the requirements and were agreed-upon
initially.

4: Project performance
This component is about measuring project progress and overall performance to see if everything
aligns with the project management plan or not. Different project managers use different
techniques to measure performance. Some use a project management software while others use
key performance indicators (KPIs) to determine if it is on track or not.

Some of the common KPIs to measure project performance are:

Project objectives: If a project stays on schedule and desired budget, it’s an indication that it will
meet the expectations of the decision-makers and clients.
Quality deliverables: This helps to determine if deliverables are being met or not.
Cost tracking: Project managers need to be accountable for the effort and cost of resources.
Project performance: Any changes made in the project due to scope-creep or other unforeseen
circumstances are taken into account while measuring the overall progress of the project.

5: Project closure
This phase represents the completed project. It is the last phase of project management that is
also called post-mortem or follow-up phase. Generally, once the project is completed and
delivered, the effective project managers set aside some time to identify the strengths, valuable
team members are recognized, what went wrong, how it can be rectified, and what are the
takeaways from the project. Most of the times, project managers neglect this phase, considering
it unnecessary. However, if we take out some time to analyze the strengths and weaknesses, it
will be of help to approach the future projects with more enthusiasm and dedication.
How a project manager closes the project?

Project performance is evaluated

If there are elements that went really well or something didn’t go as planned, it is the time to
bring them up. The project manager brings out the performance reports and evaluates how well
the project has performed.

Closing the project with a team meeting

The final team meeting is a great way to reflect how well the project went and share the
takeaways with the team members so that the future projects can be handled in a better way.