Dramatic change expanding the book by 300% from 110 pages to 330 pages
Structured to integrate the addition of Knowledge Areas for Program Management
Structural Changes Cont… Section V –Glossary and Index Section IV - Glossary and Index Section IV – Appendices Appendix A – Second Edition Changes Appendix B – Evolution of PMI’s The Standard for Program Management Appendix C – Contributors and Reviewers of The Standard for Program Management – Second Edition Appendix D – Summary of Program Management Knowledge Areas Section III –Appendices Appendix D – Tools and Techniques Appendix E – Benefits Assurance and Sustainment Appendix F – Program Management Controls Appendix G – Examples of Organizational Structures of Programs Appendix H – Variance from or Extensions to Other related PMI Standards Section III – The Program Management Knowledge Areas Chapters 4 through 15 Section II – The Standard for Program Management Chapter 3 – Program Management Processes Section II – The Standard for Program Management Chapter 3 – Program Management Processes Section I –The Program Management Framework Chapters 1 and 2 Section I – The Program Management Framework Chapters 1 and 2 Second Edition Sections Original Standard Sections
9 Knowledge Areas have been added which map to the 5 Process Groups
Though the names of the Knowledge Areas appear similar compared to original version, the processes and their respective ITTOs have major changes, which gives an impression that it is a new KA altogether.
Cost, Quality and HR Management Knowledge Areas are referred to PMBOK 4th Edition.
These Knowledge Areas are adequately managed at the project level rather than at the program level.
1.6 Program Management in Organizational Planning 1.5Program Management Office 1.5 The Relationship Between Program Management and Project Management
1.4Relationships Among Project, Program, and Portfolio
1.4.1The Relationship between Program Management and Project Management
1.4.2The Relationship between Program Management and Portfolio Management
1.4.3The Interactions Among Portfolio, Program, and Project Management
1.4 The Relationship Between Program Management and Portfolio Management 1.3What is Program Management? 1.3 What is Program Management? 1.2What is a Program? 1.2 What is a Program? 1.1Purpose of The Standard for Program Management 1.1 Purpose of The Standard for Program Management Second Edition Sections Initial Edition Sections
Includes the processes and activities needed to identify, define, combine, unify, and coordinate multiple components within the program
Includes characteristics of unification, consolidation, articulation and integrative actions that are crucial for completing the program, managing stakeholder expectations, and delivering program benefits
To produce the information needed to begin effective program planning as a basis for efficient execution and obtain the authorization for this work approval of the program charter.
Develop Program Management Plan :
Consolidating and coordinating all subsidiary plans into a program management plan as well as updating the program roadmap. This plan will serve as the consolidated plan for executing, monitoring, and closing the program.
Develop Program Infrastructure :
Identifying, assessing, and developing the infrastructure required to support the program.
Direct and Manage Program Execution :
Managing the execution of the program management plan to achieve program objectives.
Manage Program Resources :
Tracking, assessing, and adapting to the use of resources throughout the program’s life cycle.
Monitor and Control Program Performance :
Monitoring and controlling the program’s execution to meet performance objectives as defined in the program management plan.
Manage Program Issues :
Addressing unplanned risks and events that may impact the program’s planned directives. Issues are assessed and, if necessary, a change request is issued to address the issue or is referred to the Risk Management process.
Close Program :
Finalizing all activities across all of the Program Management Process Groups to formally close the program.
Involves the processes for identifying, analyzing, and controlling risks for the program
Plan Program Risk Management :
Deciding how to approach, plan, and execute the risk management activities for a program, including risks identified in the individual program components.
Identify Program Risks :
Determining which risks might affect the program and documenting their characteristics.
Analyze Program Risks :
Prioritizing risks for further analysis or action by assessing and tabulating their probability of occurrence and impact, analyzing the effect on overall program and its components, and managing interdependencies.
Plan Program Risk Responses :
Developing options and actions to enhance opportunities, and to reduce threats to program objectives.
Monitor and Control Program Risks :
Tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout program life cycle.
Describes the processes, inputs, tools and techniques, and outputs associated with performing procurement for a program
Plan Program Procurements :
Determining what to procure and when
Developing procurement strategies.
This process precedes all other procurement efforts.
Conduct Program Procurements :
Details how to conduct the procurement activities of a program. It includes strategies, tools, methods, metrics gathering, reviews and update mechanisms, standard assessment parameters, and reporting requirements to be used by each component of the program in conducting the procurement activities of the program.
Administer Program Procurements :
Details how to manage the contracts during the program to ensure that the deliverables meet requirements, deadlines, cost, and quality established in the contract.
Close Program Procurements :
Are those processes that formally close out each contract on the program after ensuring that all deliverables have been satisfactorily completed, that all payments have been made, and that there are no outstanding contractual issues.
Ensures decision-making and delivery management activities are focused on achieving program goals in a consistent manner, addressing appropriate risks and fulfilling stakeholder requirements
Plan and Establish Program Governance Structure :
Identifying governance goals and defining the governance structure, roles, and responsibilities.
Plan for Audits :
Ensuring the program is prepared for both external and internal audits of program finances, processes, and documents, and demonstrates compliance with approved organizational program management processes.
Plan Program Quality :
Identifying quality standards applicable to the program, the processes, and the standards to be applied, and ensuring compliance to these standards.
Approve Component Initiation :
Defining the decision-making structures and processes, which enable initiating and changing the program and/or components within the program.
Provide Governance Oversight :
Providing governance and auditability throughout the course of the program.
Manage Program Benefits :
Ensuring governance of expected program benefits is delivered consistently throughout the program life cycle.
Monitor and Control Program Changes :
Ensuring the appropriate level of governance is applied to decision making of proposed changes to the program plan.
Approve Component Transition :
Ensuring transition of knowledge, responsibilities, and benefit realization from the program to ongoing operations.