A program's primary purpose is to deliver benefits by developing new capabilities or enhancing existing capabilities. The structure and organization of a program should support its primary purpose. A lifecycle, which forms the structure for implementing programs, is a collection of phases. Projects are a part of these phases along with the effort in managing programs.

Program management processes address program related issues and are of much higher level work compared to project management processes that are of detailed work. There are a total of 47 processes that address program issues and these processes primarily address coordination of the outputs of the various projects within the program.

Program Integration management is about coordinating multiple components and multiple program management processes. Integration management is characterized by unification, centralization and coordination of various activities and deliverables.

Program Scope management is about identifying, documenting, managing and controlling the scope of the program. Program scope includes both the product scope as well as the work involved to build the product or the capability.

Program Time Management includes scheduling the projects and the entities that make up the program. Scheduling involves determining the timelines and the sequence of the components.

Program communications management is about timely and appropriate generation, collection, distribution, storage, retrieval, and final disposition of program information. The processes that fall under communications management provide the link between people and information in the form of communications.

The processes that fall under risk management primarily are concerned with the identifying, analyzing and controlling uncertainties in the program. Program Risk is defined as an uncertain event or condition, if it occurs, has a negative or positive impact on program objectives such as cost, time, scope or quality. Risk is always in the future.

Procurement management includes processes to purchase or acquire services, products from outside the performing organization. Procurement management also includes contract management and covers both buyer and seller perspectives.

Program Financial Management includes identifying sources of funding, integrating individual project budgets, developing an overall budget and controlling costs throughout the program lifecycle.

Program stakeholders are individuals or organizations, internal or external to the organization, actively contributing in the program or only affected by the program or its outcome. They may have a positive or negative attitude towards the program.

Program governance is primarily concerned with providing a mechanism for decision making, oversight and alignment with organization strategy. This mechanism also ensures that the program sustains its potential to deliver its promised value.