This document provides an overview of program management performance domains and their interactions. It defines five key performance domains: program strategy alignment, program benefits management, program stakeholder engagement, program governance, and program life cycle management. It also discusses the linkage between organizational strategy, portfolio management, and program management. The document aims to help the reader understand the different aspects of effective program management.

1. Module 2 -
Program Management Performance
Domains
Issah Abdul-Wahab, MSc. MCTS, PMP, PgMP, PfMP
Email: awissah@gmail.com

2. Module Overview
 Program Management Performance Domain Definitions
 Program Management Performance Domain Interactions
 Program and Project Distinctions
 Program and Portfolio Distinctions
 Organizational Strategy, Portfolio Management, and Program
Management Linkage

3. Performance Domains & Interactions
Program Life
Cycle
Management
Program
Strategy
Alignment
Program
Benefits
Management
Program
Stakeholder
Engagement
Program
Governance

4. Performance Domain Definitions
Program Strategy
Alignment
Identifying opportunities, benefits to achieve the organization-
strategic objectives
Program Benefits
Management
Defining, creating, maximizing, delivering, and sustaining the
benefits provided by the program.
Program Stakeholder
Engagement
Understanding stakeholder needs, desires, and expectations
and analyzing the impact of the program on stakeholders
Program Governance Establishing processes and procedures for maintaining progra
m management oversight and decision-making support
Program Life Cycle
Management
Managing all of the program activities related to program
definition, program benefits delivery, and program closure

5. Program Life Cycle Phases
Program
Definition
Program Benefits
Delivery
Program
Closure
• Program
Formulation
• Program
Preparation
• Elaboration of
strategic
objectives
• Seek Program
Approval
• Component Planning and
Authorization/Initiation
• Component Oversight
• Component Transition
• Component Implementation &
Closure
• Benefits Delivery and Transition
• Controlled
closure
• Program
Transition
• Program Closure

6. Program & Project Distinctions
 Projects are unique and temporary and well defined
whilst programs are large, complex, less well defined
 Fundamental difference comes in the level of
uncertainty
 Program is uncertain and ambiguous in the very early
stages of the program
 Leadership style in program during these stages differ
from project leadership style
 Program Manager manages through ambiguity

7. Organizational Strategy, Portfolio Management,
and Program Management Linkage
1. Programs are envisaged during organisational strategic planning
process
2. Organisations conduct portfolios reviews as part of business as
usual process to determine value generated by PPP.
3. As business climate changes organisational strategy changes
and organisational imperatives of PPP are reviewed and aligned
4. Programs are reviewed to ensure business case, charter,
benefits realization plan reflect most current and accurate
outcome
5. Business cases are reviewed during portfolio review process

8. Organizational Strategy, Portfolio Management,
and Program Management Linkage
6. When actual program is approved, funding is actually
approved and allocated to program
7. Program manager is assigned to the initiative
8. During delivery phase components are introduced, integrated
and benefits delivered
9. During the delivery phase individual programs, sub programs
begin and end as the program continues with benefit delivery
10.Program are closed when the desired benefits are achieved
or when no longer aligned to organisational strategy, or
business case not viable

9. ANSWERS – MODULE 1
1. Program : benefits, interdependencies, coordination
2. B
3. B
4. A
5. B
6. B
7. A
8. A

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11. MODULE 2 RANDOM QUESTIONS

12. Questions
Q1 When a program is initiated, a governance board, program board, or steering
committee is typically established.
Such program governance falls within the overall corporate governance of the organization.
The recommended governance structure is stated in the
A) Program charter
B) Benefits realization plan
C) Business case
D) Program management plan
Q2 The person who is ultimately responsible for ensuring program success is the
A) Program manager
B) Program director
Q3. Within the context of the program life cycle, the program manager is primarily
responsible for all the following except
A) Key program stakeholders
B) Benefits realization
C) Project deliverables
D) The program governance board so that it does not interfere with the team
C) Executive sponsor
D) Head of the program governance board

13. Questions
Q4. Marty is the project manager of the recently completed NHK Project. The project was
deemed successful by the project customer and they have signed the formal acceptance
documentation. Marty has written the final project report, released the project team, and
completed the lessons learned documentation. What else should Marty do in the closure of
the NHK Project?
A. Summarize the project variance.
B. Archive the project records.
C. Summarize the project risks costs.
D. Close the project office.
Q5. You are the program manager of the GHY Program in your organization. It has come to
your attention that some of the project managers in your program are adding time to each
project activity in an effort to pad their durations in case some event happens in their
project that will cause delays. What principle should you share with these project
managers that counterattack the concept of padding activities with additional time?
A. Parkinson's Law
B. Law of Diminishing Returns
C. 80/20 Law
D. Pareto's Law

14. Questions
Q6. After the program benefits are realized, it is important to ensure that they
are sustained after they are transferred to the organization. This is the purpose of the
A) Program road map update
B) Transition Monitoring and Controlling process
C) Transition Realization process
D) Program transition plan
Q7. The Program delivery process produces numerous outputs; the two primary
outputs are
A) Program charter and program road map
B) Benefits identification analysis and benefits realization plan
C) Program manager identification and program sponsor identification
D) High level deliverables

15. ANSWERS – MODULE 3
End