the standard for program management - pmi washington dc · 21 march 2007 pmi skyline luncheon 11...

The Standard for The Standard for Program ManagementProgram Management

What is it and How can it help me?What is it and How can it help me?

Colleen McGraw, PMP15 March 2007

21 March 200721 March 2007 PMI Skyline LuncheonPMI Skyline Luncheon 22

AgendaAgenda

IntroductionIntroductionContents and ContextContents and ContextSection 1 Section 1 –– The Program management The Program management FrameworkFrameworkSection 2 Section 2 –– The Standard for Program The Standard for Program Management Management Section 3 Section 3 –– AppendicesAppendices


IntroductionIntroductionGoal for this presentationGoal for this presentation

OverviewOverviewContext and ContentContext and Content

Why are we here?Why are we here?Project ManagersProject ManagersProgram ManagersProgram ManagersPotential Potential Program Management Professional Program Management Professional (PgMP(PgMPSMSM))PDUsPDUs


Contents and ContextContents and Context

What is What is The Standard for Program The Standard for Program Management?Management?Who is it for?Who is it for?Where does it fit?Where does it fit?


The Standard for Program The Standard for Program ManagementManagement……

……seeks to do for Program Managers what seeks to do for Program Managers what the PMBOKthe PMBOK®® does for Project Managersdoes for Project Managers

defines program managementdefines program managementdescribes the program management lifecycledescribes the program management lifecycleoutlines program management processesoutlines program management processes

……introduces Program Management Themesintroduces Program Management ThemesBenefits managementBenefits managementProgram stakeholder managementProgram stakeholder managementProgram governanceProgram governance


Who is the audience for the Who is the audience for the standard?standard?

Researchers consultants educators & trainers

Managers of program

managers

Project Team Members

customers and other

stakeholders

members of PMO office

Managers of project

managers

Project Managers

Portfolio Managers

Program Managers

Senior Executives


Where does it fit?Where does it fit?Inhabits the space Inhabits the space between PMBOKbetween PMBOK®® and and Organizational Project Organizational Project Management Maturity Management Maturity Model (OPM3Model (OPM3®®) ) Differs from Portfolio Differs from Portfolio ManagementManagement

strategic business strategic business investment conceptinvestment conceptincludes programs, includes programs, operations, capital operations, capital Investments, etc. in Investments, etc. in addition to programsaddition to programs


Section I Section I –– The Program The Program Management FrameworkManagement Framework

Chapter 1 Chapter 1 –– IntroductionIntroductionChapter 2 Chapter 2 –– Program Life Cycle and Program Life Cycle and OrganizationOrganization


Chapter 1 Chapter 1 –– IntroductionIntroductionContainsContains

Purpose of The Standard for Program ManagementPurpose of The Standard for Program ManagementWhat is a ProgramWhat is a ProgramWhat is Program ManagementWhat is Program ManagementThe Relationship between Program Management and The Relationship between Program Management and Portfolio ManagementPortfolio ManagementThe Relationship Between Program Management and The Relationship Between Program Management and Project ManagementProject ManagementProgram Management in Organizational PlanningProgram Management in Organizational PlanningThemes of Program ManagementThemes of Program Management


Programs and Program ManagementPrograms and Program Management

A Program isA Program is……“…“…a group of related projects managed in a a group of related projects managed in a coordinated way to obtain benefits and control not coordinated way to obtain benefits and control not available from managing them individuallyavailable from managing them individually””

Program Management isProgram Management is……“…“…the centralized coordinated management of a the centralized coordinated management of a program to achieve the programprogram to achieve the program’’s strategic benefits s strategic benefits and objectives.and objectives.””

Projects, Programs, and Portfolios are Projects, Programs, and Portfolios are interrelatedinterrelated


Themes of Program ManagementThemes of Program Management3 Themes3 Themes

Different from knowledge areasDifferent from knowledge areasThread that runs throughout the program management life cycleThread that runs throughout the program management life cycle

Benefits managementBenefits management“…“…the definition and formalization of the expected benefits a the definition and formalization of the expected benefits a program is intended to deliver.program is intended to deliver.””

Program stakeholder managementProgram stakeholder managementProgram Managers must Program Managers must “…“…understand the position understand the position stakeholders may take, the way they exert their influence, and stakeholders may take, the way they exert their influence, and the source of their power.the source of their power.””

Program governanceProgram governance“…“…the process of developing, communicating, implementing, the process of developing, communicating, implementing, monitoring, and assuring the policies, procedures, organizationamonitoring, and assuring the policies, procedures, organizational l structures, and practices...structures, and practices...””


Chapter 2 Chapter 2 –– Program Life Cycle Program Life Cycle and Organizationand Organization

Program Life CycleProgram Life CycleProgram Themes Across the Program Program Themes Across the Program Life CycleLife CycleProgram Management Life Cycle Program Management Life Cycle PhasesPhases


Program Life CyclesProgram Life CyclesDiscreet, overlapping phasesDiscreet, overlapping phasesManages outcomes and benefitsManages outcomes and benefits

Contrast with project life cycles, which produce Contrast with project life cycles, which produce deliverablesdeliverables

““PhasePhase--gategate”” conceptconceptSenior Management oversightSenior Management oversight

5 Program Management Life Cycle Phases5 Program Management Life Cycle Phases


Section II Section II –– The Standard for The Standard for Program ManagementProgram Management

Chapter 3 Chapter 3 –– Program Management ProcessesProgram Management ProcessesThemes in the Program Management Life CycleThemes in the Program Management Life CycleProgram Management Process GroupsProgram Management Process GroupsCommon Program Management Process ComponentsCommon Program Management Process ComponentsInitiating Process GroupInitiating Process GroupPlanning Process GroupPlanning Process GroupExecuting Process GroupExecuting Process GroupMonitoring and Controlling Process GroupMonitoring and Controlling Process GroupClosing Process GroupClosing Process GroupProcess InteractionsProcess InteractionsProgram Management Process MappingProgram Management Process Mapping


Familiar ConceptsFamiliar Concepts

Process GroupsProcess GroupsDefined slightly differently than for ProjectsDefined slightly differently than for Projects

Knowledge Management AreasKnowledge Management AreasProcesses are mapped to be consistent with Processes are mapped to be consistent with PMBOKPMBOK

Inputs Inputs –– Tools & Techniques Tools & Techniques –– OutputsOutputsProcess InteractionsProcess Interactions39 Processes39 Processes


Process GroupsProcess GroupsInitiating Process GroupInitiating Process Group

Defines and authorizes the program or a project within Defines and authorizes the program or a project within the program and produces the program benefits the program and produces the program benefits statement and benefits realization plan for the programstatement and benefits realization plan for the program

Planning Process GroupPlanning Process GroupPlans the best alternative courses of action to deliver Plans the best alternative courses of action to deliver the benefits and scope that the program was the benefits and scope that the program was undertaken to addressundertaken to address

Executing Process GroupExecuting Process GroupIntegrates the projects, people, and other resources to Integrates the projects, people, and other resources to carry out the plan for the program and deliver the carry out the plan for the program and deliver the programprogram’’s benefitss benefits


Process GroupsProcess GroupsMonitoring and Controlling Process GroupMonitoring and Controlling Process Group

Requires that the program and its component Requires that the program and its component projects be monitored against the benefit projects be monitored against the benefit delivery expectations and that progress be delivery expectations and that progress be regularly measured, to identify variances from regularly measured, to identify variances from the program management plan. the program management plan.

Closing Process GroupClosing Process GroupFormalizes acceptance of a product, service, or Formalizes acceptance of a product, service, or benefit/result; brings the program or program benefit/result; brings the program or program component (e.g. project) to an orderly end.component (e.g. project) to an orderly end.


Processes (1)Processes (1)

Initiating Process GroupInitiating Process GroupInitiate ProgramInitiate ProgramAuthorize ProjectsAuthorize ProjectsInitiate TeamInitiate Team

Planning Process GroupPlanning Process GroupDevelop Program Management PlanDevelop Program Management Plan

Interface PlanningInterface PlanningTransition PlanningTransition PlanningResource PlanningResource Planning

Scope DefinitionScope DefinitionCreate Program Work Breakdown StructureCreate Program Work Breakdown Structure



Planning Process Group (contPlanning Process Group (cont’’d)d)Schedule DevelopmentSchedule DevelopmentCost Estimating and BudgetingCost Estimating and BudgetingQuality PlanningQuality PlanningHuman Resource PlanningHuman Resource PlanningCommunications PlanningCommunications PlanningRisk Management Planning and AnalysisRisk Management Planning and AnalysisPlan Program Purchases and AcquisitionsPlan Program Purchases and AcquisitionsPlan Program ContractingPlan Program Contracting



Executing Process groupExecuting Process groupDirect and Manage Program ExecutionDirect and Manage Program ExecutionAcquire Program TeamAcquire Program TeamDevelop Program TeamDevelop Program TeamInformation DistributionInformation DistributionPerform Quality AssurancePerform Quality AssuranceRequest Seller ResponsesRequest Seller ResponsesSelect SellersSelect Sellers



Monitoring and Controlling Process Monitoring and Controlling Process groupgroup

Integrated Change ControlIntegrated Change ControlMonitor and Control Program WorkMonitor and Control Program WorkResource ControlResource ControlIssue Management and ControlIssue Management and ControlScope ControlScope ControlSchedule ControlSchedule ControlCost ControlCost ControlPerform Quality ControlPerform Quality ControlCommunications ControlCommunications Control



Monitoring and Controlling Process Monitoring and Controlling Process group (Contgroup (Cont’’d)d)

Performance ReportingPerformance ReportingRisk Monitoring and ControlRisk Monitoring and ControlProgram contract AdministrationProgram contract Administration

Closing Process GroupClosing Process GroupClose ProgramClose ProgramComponent ClosureComponent ClosureContract ClosureContract Closure


Process MapProcess Map

ContractClosure

Program Contract Administration

Request Seller ResponsesSelect Sellers

Plan Program Purchasesand Acquisitions

Plan Program Contracting Procurement

Risk Monitoring andControl

Risk ManagementPlanning and AnalysisRisk

Communications ControlPerformance ReportingInformation Distribution Communications Planning Communications

Acquire Program TeamDevelop Program Team

Human ResourcesPlanning

InitiateTeamHuman Resources

Perform Quality ControlPerform Quality Assurance Quality Planning Quality

Cost ControlCost Estimating andBudgeting Cost

Schedule ControlSchedule Development Time

Scope Control Scope DefinitionCreate Program Work

Breakdown Structure Scope

CloseProgram

ComponentClosure

Integrated ChangeControl

Resource ControlMonitor and Control

Program WorkIssue Management and

Control

Direct and Manage Program Execution

Develop Program Management Plan

Interface PlanningTransition PlanningResource Planning

InitiateProgram

AuthorizeProjects

Integration

ClosingMonitoring and Controlling

ExecutingPlanningInitiating


Section III Section III –– AppendicesAppendicesAppendix A Appendix A –– Reserved for Documenting Future UpdatesReserved for Documenting Future UpdatesAppendix B Appendix B –– Initial Development of The Standard for Program Initial Development of The Standard for Program ManagementManagementAppendix C Appendix C –– Contributors and Reviewers of The Standard for Contributors and Reviewers of The Standard for Program ManagementProgram ManagementAppendix D Appendix D –– Program Management Tools and TechniquesProgram Management Tools and TechniquesAppendix E Appendix E –– Benefits Assurance and Benefits Assurance and SustainmentSustainmentAppendix F Appendix F –– Program Management ControlsProgram Management ControlsAppendix G Appendix G –– Examples of Organizational Structuring of Examples of Organizational Structuring of ProgramsProgramsAppendix H Appendix H –– Variance From or Extensions to Other Related Variance From or Extensions to Other Related PMI StandardsPMI Standards


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the standard for program management - pmi washington dc · 21 march 2007 pmi skyline luncheon 11...

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