Project & Programme Management

Project and programme management studies how scope, time, cost and quality are delivered under control, and how related projects are steered as a programme when their combination yields more than the sum of the parts.

The discipline is applied in FM to minor works, technical projects, operating transitions and mobilisations — situations rarely recognised as 'projects' but requiring the same scope and risk discipline. Without that application, a technical project drifts in scope unnoticed, or a mobilisation fails on a timeline that was never made explicit.

• Is the scope of this minor project fixed, or does it grow with every request?
• Which dependencies between sub-projects of a mobilisation have been made explicit?

• PRINCE2, PMI's PMBOK, MSP for programme management.

• Minor works treated as a full project rather than a routine order acquire needlessly heavy governance; large mobilisations not treated as a project get too little.

• Minor works and technical projects
• Transition and mobilisation support

• Scope, schedule and risk control of FM projects

• In-house (retained) delivery organisation

  In-house teams delivering minor works often lack explicit project discipline until scope creep becomes visible.

• ISO 21500 — guidance on project management (general, not FM-specific).

The standards section arrives in Part 7.

• Every request above a certain value labelled a 'project' without distinguishing routine work from genuine uncertainty.

Little research specifically addresses how project-management methodology applies to the many small, parallel FM work orders that are individually too small for formal project governance but collectively carry significant risk.

• PMI, A Guide to the Project Management Body of Knowledge.