Standard For Program Management Changes


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Standard For Program Management Changes

  1. 1. Standard for Program Management Updates 1st Edition Vs 2nd Edition
  2. 2. Structural Changes <ul><li>Dramatic change expanding the book by 300% from 110 pages to 330 pages </li></ul><ul><li>Structured to integrate the addition of Knowledge Areas for Program Management </li></ul>
  3. 3. 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
  4. 4. Addition of Knowledge Areas <ul><li>9 Knowledge Areas have been added which map to the 5 Process Groups </li></ul><ul><ul><ul><li>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. </li></ul></ul></ul><ul><li>Cost, Quality and HR Management Knowledge Areas are referred to PMBOK 4th Edition. </li></ul><ul><ul><ul><li>These Knowledge Areas are adequately managed at the project level rather than at the program level. </li></ul></ul></ul>
  5. 5. Elimination of Themes <ul><li>The term “themes” is no longer used. </li></ul><ul><ul><ul><li>Themes are elaborated and have adequately been integrated into the program processes and Knowledge Areas. </li></ul></ul></ul>
  6. 6. <ul><li>Largely elaborated on the fundamental changes to the standard </li></ul><ul><li>Revised to reflect the standard Knowledge Areas and processes </li></ul><ul><li>Clarity on the interactions between project, program, and portfolio management </li></ul><ul><li>Expanded on the program manager’s role, knowledge, and skills and the organizational factors involved in program management </li></ul>Chapter 1 Introduction
  7. 7. Chapter 1 Introduction Cont… <ul><li>1.7Program – External Factors  </li></ul><ul><ul><li>1.7.1Organizational Process Assets  </li></ul></ul><ul><ul><li>1.7.2Enterprise Environmental Factors  </li></ul></ul><ul><ul><li>1.7.3Enterprise External Factors  </li></ul></ul><ul><li>1.7 Themes of Program Management  </li></ul><ul><ul><li>1.7.1 Benefits Management  </li></ul></ul><ul><ul><li>1.7.2 Program Stakeholder Management  </li></ul></ul><ul><ul><li>1.7.3 Program Governance  </li></ul></ul><ul><li>1.6Role of the Program Manager  </li></ul><ul><ul><li>1.6.1Program Manager Knowledge and Skills </li></ul></ul>1.6 Program Management in Organizational Planning 1.5Program Management Office 1.5 The Relationship Between Program Management and Project Management <ul><li>1.4Relationships Among Project, Program, and Portfolio  </li></ul><ul><ul><li>1.4.1The Relationship between Program Management and Project Management  </li></ul></ul><ul><ul><li>1.4.2The Relationship between Program Management and Portfolio Management  </li></ul></ul><ul><ul><li>1.4.3The Interactions Among Portfolio, Program, and Project Management  </li></ul></ul>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
  8. 8. <ul><li>Themes are eliminated and a stronger framework around program management is built </li></ul><ul><li>Title of Chapter 2 is changed from Program Life Cycle and Organization, to Program Life Cycle and Benefits Management </li></ul><ul><li>Naming differences to clarify program phases </li></ul><ul><li>A new section Program Benefits Management to discuss its importance in the program life cycle. </li></ul>Chapter 2 Program Life Cycle and Benefits Management
  9. 9. Chapter 2 Program Life Cycle and Benefits Management Cont… <ul><li>2.3Program Benefits Management  </li></ul><ul><ul><li>2.3.1Delivering and Managing Benefits  </li></ul></ul><ul><ul><li>2.3.2Organizational Differences  </li></ul></ul><ul><ul><li>2.3.3Benefits Sustainment </li></ul></ul><ul><li>2.3 Program Management Life Cycle Phases  </li></ul><ul><ul><li>2.3.1 Program Governance Across the Life Cycle  </li></ul></ul><ul><ul><li>2.3.2 Phase One: Pre-Program Set Up  </li></ul></ul><ul><ul><li>2.3.3 Phase Two: Program Set Up  </li></ul></ul><ul><ul><li>2.3.4 Phase Three: Establish Program Management and Technical Infrastructure  </li></ul></ul><ul><ul><li>2.3.5 Phase Four: Deliver the Benefits  </li></ul></ul><ul><ul><li>2.3.6 Phase Five: Close the Program </li></ul></ul><ul><li>2.2Program Life Cycle Phases  </li></ul><ul><ul><li>2.2.1Pre-Program Preparations  </li></ul></ul><ul><ul><li>2.2.2Program Initiation  </li></ul></ul><ul><ul><li>2.2.3Program Setup  </li></ul></ul><ul><ul><li>2.2.4Delivery of Program Benefits  </li></ul></ul><ul><ul><li>2.2.5Program Closure </li></ul></ul><ul><li>2.2 Program Themes across the Program Life Cycle </li></ul><ul><ul><li>2.2.1 Benefits Management and the Program Life Cycle  </li></ul></ul><ul><ul><li>2.2.2 Stakeholder Management  </li></ul></ul><ul><ul><li>2.2.3 Program Governance through Phase-Gate Reviews </li></ul></ul><ul><li>2.1Program Life Cycle </li></ul><ul><ul><li>2.1.1Characteristics of the Program Life Cycle </li></ul></ul><ul><ul><li>2.1.2Relationship to a Product’s Life Cycles </li></ul></ul><ul><ul><li>2.1.3Program Life Cycle and Benefits Management </li></ul></ul><ul><ul><li>2.1.4Program Governance across the Life Cycle </li></ul></ul>2.1 The Program Life Cycle Overview Second Edition Sections Initial Edition Sections
  10. 10. <ul><li>Revised to map to the new Knowledge Areas </li></ul><ul><li>Clarifies the five required Program Management Process Groups and their constituent processes </li></ul><ul><li>Some of the processes were reshuffled to better flow as program management is practiced </li></ul>Chapter 3 Program Management Process es
  11. 11. <ul><li>These chapters did not exist in the initial The Standard for Program Management </li></ul><ul><li>Areas have been added and expanded upon, including inputs, tools and techniques, and outputs for each of the areas of program management </li></ul>Chapters 4 through 15
  12. 12. <ul><li>Chapter 4: Program Integration Management </li></ul><ul><li>Chapter 5: Program Scope Management </li></ul><ul><li>Chapter 6: Program Time Management </li></ul><ul><li>Chapter 10: Program Communication Management </li></ul><ul><li>Chapter 11: Program Risk Management </li></ul><ul><li>Chapter 12: Program Procurement Management </li></ul><ul><li>Chapter 13: Program Financial Management </li></ul><ul><li>Chapter 14: Program Stakeholder Management </li></ul><ul><li>Chapter 15: Program Governance </li></ul><ul><li>The following chapters refer the reader to the PMBOK® Guide – Fourth Edition: </li></ul><ul><ul><li>Chapter 7: Program Cost Management </li></ul></ul><ul><ul><li>Chapter 8: Program Quality Management </li></ul></ul><ul><ul><li>Chapter 9: Program Human Resource Management </li></ul></ul><ul><li>These chapters were not included because most of the work in these Knowledge Areas is performed at the component level and not at the program level </li></ul>Chapters 4 through 15 Cont…
  13. 13. <ul><li>Includes the processes and activities needed to identify, define, combine, unify, and coordinate multiple components within the program </li></ul><ul><li>Includes characteristics of unification, consolidation, articulation and integrative actions that are crucial for completing the program, managing stakeholder expectations, and delivering program benefits </li></ul>Chapter 4 Program Integration Management
  14. 14. <ul><li>Initiate Program : </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Develop Program Management Plan : </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Develop Program Infrastructure : </li></ul><ul><ul><li>Identifying, assessing, and developing the infrastructure required to support the program. </li></ul></ul><ul><li>Direct and Manage Program Execution : </li></ul><ul><ul><li>Managing the execution of the program management plan to achieve program objectives. </li></ul></ul><ul><li>Manage Program Resources : </li></ul><ul><ul><li>Tracking, assessing, and adapting to the use of resources throughout the program’s life cycle. </li></ul></ul><ul><li>Monitor and Control Program Performance : </li></ul><ul><ul><li>Monitoring and controlling the program’s execution to meet performance objectives as defined in the program management plan. </li></ul></ul><ul><li>Manage Program Issues : </li></ul><ul><ul><li>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. </li></ul></ul><ul><li>Close Program : </li></ul><ul><ul><li>Finalizing all activities across all of the Program Management Process Groups to formally close the program. </li></ul></ul>Chapter 4 Program Integration Management Cont…
  15. 15. <ul><li>Identifies the deliverables, estimates the major risks, and establishes the relationship between product scope and program scope, while setting standards for clear achievable objectives </li></ul><ul><ul><li>Plan Program Scope : </li></ul></ul><ul><ul><ul><li>Identifying and developing activities to produce deliverables and benefits that meet the program goals and objectives. </li></ul></ul></ul><ul><ul><li>Define Program Goals and Objectives : </li></ul></ul><ul><ul><ul><li>Establishing the overall goals and objectives of the program and ultimately what is to be delivered. </li></ul></ul></ul><ul><ul><li>Develop Program Requirements : </li></ul></ul><ul><ul><ul><li>Development and formal identification of the program requirements and specifications to deliver the program goals and objectives. </li></ul></ul></ul><ul><ul><li>Develop Program Architecture : </li></ul></ul><ul><ul><ul><li>Defining the structure of the program’s components and identifying the interrelationships between all of the program components. </li></ul></ul></ul><ul><ul><li>Develop Program WBS : </li></ul></ul><ul><ul><ul><li>Subdividing the program into its constituent parts (components, deliverables, and activities </li></ul></ul></ul><ul><ul><li>Manage Program Architecture : </li></ul></ul><ul><ul><ul><li>Managing the relationships between all of the program components to ensure the program architecture remains up-to-date. </li></ul></ul></ul><ul><ul><li>Manage Component Interfaces : </li></ul></ul><ul><ul><ul><li>Maintaining the adherence of program delivery and its constituent parts and managing interrelationships between the program’s components. </li></ul></ul></ul><ul><ul><li>Monitor and Control Program Scope : </li></ul></ul><ul><ul><ul><li>Ensuring the program’s scope is controlled to meet the agreed-upon goals and realize the agreed program objectives and benefits identified in the program charter. </li></ul></ul></ul>Chapter 5 Program Scope Management
  16. 16. <ul><li>Involves processes for scheduling the defined program components and entities necessary to produce the final program deliverables </li></ul><ul><li>Determining the following to keep the overall program on track and within the defined constraints </li></ul><ul><ul><li>The order in which the individual components are executed </li></ul></ul><ul><ul><li>The critical path for the program </li></ul></ul><ul><ul><li>The milestones to be measured </li></ul></ul><ul><ul><ul><li>Develop Program Schedule : </li></ul></ul></ul><ul><ul><ul><ul><li>Defining the program components needed to produce the program deliverables </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Determine the order in which the components must be executed </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Estimate the amount of time required to accomplish each component </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Identify the major program level milestones during the performance period. </li></ul></ul></ul></ul><ul><ul><ul><li>Monitor and Control Program Schedule : </li></ul></ul></ul><ul><ul><ul><ul><li>Ensuring the program produces the required deliverables and solutions on time. </li></ul></ul></ul></ul>Chapter 6 Program Time Management
  17. 17. <ul><li>These Knowledge Areas are not included as part of The Standard for Program Management and are referred to PMBOK 4 th Edition </li></ul>Chapter 7,8,9 Program Cost, Quality & HR Management
  18. 18. <ul><li>Includes the processes for ensuring timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of program information </li></ul><ul><ul><li>Plan Communications : </li></ul></ul><ul><ul><ul><li>Determining the information and communications needs of the program stakeholders. </li></ul></ul></ul><ul><ul><li>Distribute Information : </li></ul></ul><ul><ul><ul><li>Making needed information available to program stakeholders in a timely manner. </li></ul></ul></ul><ul><ul><li>Report Program Performance : </li></ul></ul><ul><ul><ul><li>Collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting. </li></ul></ul></ul>Chapter 10 Program Communications Management
  19. 19. <ul><li>Involves the processes for identifying, analyzing, and controlling risks for the program </li></ul><ul><ul><li>Plan Program Risk Management : </li></ul></ul><ul><ul><ul><li>Deciding how to approach, plan, and execute the risk management activities for a program, including risks identified in the individual program components. </li></ul></ul></ul><ul><ul><li>Identify Program Risks : </li></ul></ul><ul><ul><ul><li>Determining which risks might affect the program and documenting their characteristics. </li></ul></ul></ul><ul><ul><li>Analyze Program Risks : </li></ul></ul><ul><ul><ul><li>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. </li></ul></ul></ul><ul><ul><li>Plan Program Risk Responses : </li></ul></ul><ul><ul><ul><li>Developing options and actions to enhance opportunities, and to reduce threats to program objectives. </li></ul></ul></ul><ul><ul><li>Monitor and Control Program Risks : </li></ul></ul><ul><ul><ul><li>Tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout program life cycle. </li></ul></ul></ul>Chapter 11 Program Risk Management
  20. 20. <ul><li>Describes the processes, inputs, tools and techniques, and outputs associated with performing procurement for a program </li></ul><ul><ul><li>Plan Program Procurements : </li></ul></ul><ul><ul><ul><li>Determining what to procure and when </li></ul></ul></ul><ul><ul><ul><li>Developing procurement strategies. </li></ul></ul></ul><ul><ul><ul><li>This process precedes all other procurement efforts. </li></ul></ul></ul><ul><ul><li>Conduct Program Procurements : </li></ul></ul><ul><ul><ul><li>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. </li></ul></ul></ul><ul><ul><li>Administer Program Procurements : </li></ul></ul><ul><ul><ul><li>Details how to manage the contracts during the program to ensure that the deliverables meet requirements, deadlines, cost, and quality established in the contract. </li></ul></ul></ul><ul><ul><li>Close Program Procurements : </li></ul></ul><ul><ul><ul><li>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. </li></ul></ul></ul>Chapter 12 Program Procurement Management
  21. 21. <ul><li>Includes all of the processes involved in </li></ul><ul><ul><li>Identifying the program’s financial sources and resources </li></ul></ul><ul><ul><li>Integrating the budgets of the individual program components </li></ul></ul><ul><ul><li>Developing the overall budget for the program </li></ul></ul><ul><ul><li>Controlling costs throughout the life cycle of both the component and program </li></ul></ul><ul><ul><li>Establish Program Financial Framework : </li></ul></ul><ul><ul><ul><li>Identifying the overall financial environment for the program and pinpointing the funds that are available according to identified milestones. </li></ul></ul></ul><ul><ul><li>Develop Program Financial Plan : </li></ul></ul><ul><ul><ul><li>Creating the processes for developing and managing the program budget and the payment schedules to the components. </li></ul></ul></ul><ul><ul><li>Estimate Program Costs : </li></ul></ul><ul><ul><ul><li>Developing the initial program cost estimates that will be presented to the decision makers for approval and further funding. </li></ul></ul></ul><ul><ul><li>Budget Program Costs : </li></ul></ul><ul><ul><ul><li>Developing the detailed budgets for the program and for the components based on the estimates provided by the components. </li></ul></ul></ul><ul><ul><li>Monitor and Control Program Financials : </li></ul></ul><ul><ul><ul><li>Influencing the factors that create cost variances, controlling those variances at the program level, and closing out the program and component finances. </li></ul></ul></ul>Chapter 13 Program Financial Management
  22. 22. <ul><li>Defines program stakeholders as individuals and organizations whose interests may be affected by the program outcomes, either positively or negatively </li></ul><ul><ul><li>Plan Program Stakeholder Management : </li></ul></ul><ul><ul><ul><li>Planning how stakeholders will be identified, analyzed, engaged, and managed throughout the life of the program. </li></ul></ul></ul><ul><ul><li>Identify Program Stakeholders : </li></ul></ul><ul><ul><ul><li>Addresses the systematic identification and analysis of program stakeholders and creates the stakeholder register. </li></ul></ul></ul><ul><ul><li>Engage Program Stakeholders : </li></ul></ul><ul><ul><ul><li>Where the program management team ensures that stakeholders are involved in the program. </li></ul></ul></ul><ul><ul><li>Manage Program Stakeholder Expectations : </li></ul></ul><ul><ul><ul><li>Process of managing communications to satisfy the requirements of, and resolve issues with, program stakeholders. </li></ul></ul></ul>Chapter 14 Program Stakeholder Management
  23. 23. <ul><li>Ensures decision-making and delivery management activities are focused on achieving program goals in a consistent manner, addressing appropriate risks and fulfilling stakeholder requirements </li></ul><ul><ul><li>Plan and Establish Program Governance Structure : </li></ul></ul><ul><ul><ul><li>Identifying governance goals and defining the governance structure, roles, and responsibilities. </li></ul></ul></ul><ul><ul><li>Plan for Audits : </li></ul></ul><ul><ul><ul><li>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. </li></ul></ul></ul><ul><ul><li>Plan Program Quality : </li></ul></ul><ul><ul><ul><li>Identifying quality standards applicable to the program, the processes, and the standards to be applied, and ensuring compliance to these standards. </li></ul></ul></ul><ul><ul><li>Approve Component Initiation : </li></ul></ul><ul><ul><ul><li>Defining the decision-making structures and processes, which enable initiating and changing the program and/or components within the program. </li></ul></ul></ul><ul><ul><li>Provide Governance Oversight : </li></ul></ul><ul><ul><ul><li>Providing governance and auditability throughout the course of the program. </li></ul></ul></ul><ul><ul><li>Manage Program Benefits : </li></ul></ul><ul><ul><ul><li>Ensuring governance of expected program benefits is delivered consistently throughout the program life cycle. </li></ul></ul></ul><ul><ul><li>Monitor and Control Program Changes : </li></ul></ul><ul><ul><ul><li>Ensuring the appropriate level of governance is applied to decision making of proposed changes to the program plan. </li></ul></ul></ul><ul><ul><li>Approve Component Transition : </li></ul></ul><ul><ul><ul><li>Ensuring transition of knowledge, responsibilities, and benefit realization from the program to ongoing operations. </li></ul></ul></ul>Chapter 15 Program Governance Management
  24. 24. <ul><li>The glossary has been expanded and updated to: </li></ul><ul><ul><li>Include those terms within The Standard for Program Management – Second Edition that need to be defined to support an understanding of the document’s contents, </li></ul></ul><ul><ul><li>Clarify meaning and improve the quality and accuracy of any translations, and </li></ul></ul><ul><ul><li>Eliminate terms not used within The Standard for Program Management – Second Edition. </li></ul></ul>Glossary
  25. 25. Gangadhar Yasam. PgMP  , PMP  , ITIL, Lean 6 σ  [email_address] LinkedIn : SlideShare : http :// THANKS