**Editor’s note: This article is reprinted with permission from PricewaterhouseCooper LLP.

The effective management of large initiatives requires a unique set of tools and techniques. This article will focus on several tried and true best practices that when properly deployed, promote effective program management. Program Management is not synonymous with Project Management. A program is a large initiative with a portfolio of multiple interrelated projects. Since program management and project management are related, many of the best practices within this article may also be applied to the delivery of large projects.

Apply Change Management Principles

We begin with Change Management because of our firm belief that it is the single most important contributor to PMO success. Essentially, Program Managers implement change, and therefore must be adept at Change Management. To successfully implement change, individuals must be given specific instructions and knowledge in the form of communications; training; job aids; documented policies & procedures; clearly defined roles & responsibilities; and implementation timeframes. In addition, an appeal must be made to the human psyche to secure buy-in and participation among affected stakeholders. Securing buy-in entails increasing awareness, understanding, and motivating affected individuals to participate in a supportive and productive manner. The thoughts and ideas of affected stakeholders often shed light on nuances and challenges that would otherwise have been invisible to the program management team. An inclusive and engaging change program builds trust and participation, decreases resistance, and promotes change sustainability. Change Management also decreases risks, and leads to the realization of timely, high quality, and cost-effective results. A 2004 PwC Project Management Survey of 200 organizations found a strong correlation between the employment of change management principles and positive project performance.

Secure Strong Executive Sponsorship

In today’s business environment, most individuals are faced with more work than they can physically handle. This is why strong executive sponsorship is needed to ensure a program’s success. The executive sponsor’s primary role is to provide financial backing for the program. But effective executive sponsorship requires more than just financial support. The sponsor must serve as the program’s ambassador and continuously communicate progress, and the importance of the initiative to executive leadership. Additionally, the executive sponsor should be present and actively participate in major program meetings to demonstrate support to stakeholders at every level. This includes speaking at the program’s kick-off meeting and sending timely communications to the program team acknowledging progress and reinforcing the strategic importance of team’s success. Most programs require weekly or monthly meetings to secure the necessary level of communication and coordination. Random executive drop-ins on these meetings will reassure stakeholders that their participation on the program is supported at the top, and critical to the organization. Lack of executive sponsorship is one of the top reasons why initiatives fail.