# Managing a Smart City Integrated Model through Smart Program Management
## 4 Program Management  
The Project Management Institute (PMI) defines a \"Program\" as related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually [40].  
Programs are primarily conducted to provide benefits to sponsoring organizations or members of the sponsoring organization. They deliver the expected benefits through component projects and subsidiary programs that are carried out to produce outputs and results. Components of a program are connected through the achievements of complementary objectives, each of which contribute to achieving global benefits. The activities carried out for an adequate benefit management require that goals be correctly linked with the corporate strategy, the identification of tangible and intangible benefits, the mapping, profiling and classification of benefits, and the evaluation of their impact on stakeholders. The definitions of criteria and metrics for measuring benefits and managing risks and critical issues are also critical. Furthermore, such metrics can be identified and collected through various types of methods that entice statistical process control [41; 42].  
In order to achieve these objectives program management operates along five performance dimensions:  
* Program strategy alignment: identifies program outputs and outcomes to provide benefits aligned with the organization's strategic goals and objectives.
* Program benefits management: comprises a number of elements that are central to a program's success. The purpose is to focus program stakeholders on the outcomes and benefits provided by the various activities conducted during program execution.
* Program stakeholder engagement: identifies and evaluates stakeholder needs, mitigates the resistance, and manages expectations and communications to encourage stakeholder support.
* Program governance: enables and performs program decision making, establishes practices to support the program, and maintains program oversight.
* Program life cycle management: is the performance dimension that manages program activities required in order to ensure the realization of benefits according to five steps: (i) start: definition of the projects that realize (comprise) the program; (ii) planning: definition of the scope and development of the program, including all projects and all activities that occur during its execution; (iii) execution: the work needed to achieve the objectives and program benefits; (iv) control: monitoring progress, updating program plans, and managing change and risk; (v) closure: the finalization of all activities, including all component projects, the execution of the transition plan, archiving, obtaining approvals, and reporting.  
Using program management exploits the synergies that can be activated between different projects to the benefit of the program and its stakeholders, thus obtaining benefits not obtainable otherwise by managing projects individually, regardless of how virtuous it may be. Program management means being able to identify areas of potential reuse between different projects, optimizing the use of resources (personnel, budgets, etc.), sharing semi-finished and entire deliverables, ensuring that the objectives of a single project can contribute to achieving the objectives of the remaining projects belonging to the program, supporting decision making, and defining common governance practices.