The document discusses the PGMP® certification introduced by PMI in 2007, detailing the application process, eligibility requirements, and the necessary experience for candidates. It emphasizes the importance of program management in organizational planning and governance, providing a foundation for program managers to align their projects with strategic objectives. Additionally, it outlines the certification steps and evaluation criteria necessary for candidates to demonstrate their competencies in program management.

1. PgMP® Certification Dave Davis, PMP AT&T Program Manager UBC Sauder School of Business

2. PgMP® Program Management Professional New Certification that PMI started in 2007 Will include following certification steps: Application for admission Validated work experience Passing Examination April 2008 David L. Davis, PMP

3. My Credentials Active Member of PMI since 1995. Certified PMP in 1998 Chairman PMI eBusiness SIG Charter Sponsor Western Lake Erie PMI Participant in OPM3 definition Approver for Global Congress Papers Selected for PgMP® Pilot Professional speaking and publishing Presented 4 papers at Global Congress Project World, etc. In US, Canada, Europe Many PM articles: ITTOOLBOX, Gantt head, PMI Today Long history with L-T PMCOE 2 Project of the Year Organizational Excellence Project Achievement Champion of implementing Project InVision IPMS into eSales & Service Currently Program Manager for GM eTool Implementation Application administrator for tool April 2008 David L. Davis, PMP

4. The Standard for Program Management Provide program managers the same wealth of information that is available to project managers in ‘‘PMBOK© Guide” The processes documented within this standard are generally recognized good practices and the necessary steps to successfully manage a program, and includes practices and skills such as: Benefits management, stakeholder management, program governance, and how these three themes are indispensable to successful program management. How program management can be used in organizational planning to ensure that all programs and projects are aligned with organizational objectives, efficiently coordinate work effort, and provide for the best use of resources within the pro- grams. April 2008 David L. Davis, PMP

5. January 2009

6. Target Audience Senior executives Portfolio managers Program managers Project managers and their team members Members of a Project or Program Management Office Coaches of program managers / project managers Key stakeholders Educators Consultants Trainers Researchers David L. Davis, PMP The standard builds on work postulated in the Organizational Project Management Maturity Model ( OPM3 ®).

7. PMI Recommended Experience Do you have a Bachelor’s degree, the global equivalent or higher degree and four years of professional program management experience? If not, do you have a High School diploma, Associate’s degree or the global equivalent and seven years of professional program management experience? Do you have at least four years project management work experience? Do you manage multiple, related projects directed toward a strategic business objective? Do the programs you manage contain complex activities that span functions, organizations, geographic regions and cultures? Do you build credibility, establish rapport and maintain communication with stakeholders at multiple levels, including those external to the organization? Are you responsible for defining and initiating projects, and assigning project managers to manage the cost, schedule and performance of component projects, while working to ensure the ultimate success and acceptance of the program? April 2008 David L. Davis, PMP

8. PMI Recommended Experience Do you maintain continuous alignment of program scope with strategic business objectives and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent? Do you determine and coordinate the sharing of resources among your constituent projects to the overall benefit of the program? Do you possess the knowledge and skills to be effective in the project, business and/or government environments and to make decisions that accomplish strategic objectives? Do you have advanced skills in finance, cross-cultural awareness, leadership, communication, influence, negotiation and conflict resolution? Are you familiar with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and The Standard for Program Management – First Edition? David L. Davis, PMP

9. Eligibility Requirements Three competence evaluations: Extensive application review. This includes a panel of program managers who will look at your work experience. PMI also may select any application for audit to verify any aspect of the application. 70% accuracy on a multiple-choice exam in which candidates will be called upon to demonstrate their ability to apply their knowledge to a variety of situational or scenario-based questions. Multi-rater Assessment (similar to a 360 degree process) in which a team of raters that the candidate selects will evaluate the candidate’s competence to perform. applicant will provide 12 work-related contacts to participate in the MRA PMI will send an e-mail containing a link to a web-based competence evaluation survey Specific eligibility - within the last 15 years Bachelor's degree, the global equivalent or higher degree Four years (6,000 hours) of project management work experience, AND Four years (6,000 hours) of program management work experience. High School diploma, Associate's degree or the global equivalent Four years (6,000 hours) of project management work experience, AND Seven years (10,500 hours) of program management work experience. April 2008 David L. Davis, PMP

10. Certification Steps April 2008 David L. Davis, PMP Certification Granted

11. What is a Program? A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work (e.g., ongoing operations) outside the scope of the discrete projects in a program. April 2008 David L. Davis, PMP

12. Track ALL Work in the Organization Relate to business case and incremental value Application development project Marketing announcement project Training project Also non-project work that impacts resources Remodel of office space Six sigma projects Forecasting, scheduling, analysis April 2008 David L. Davis, PMP

13. Hierarchy Portfolio, Program. Project April 2008 David L. Davis, PMP

14. A program may link projects in various ways, including the following: Multiple-phased deliverables of a contract with different business case elements Development work in a system Migration of a work center to a new support process Interdependencies of tasks among the projects, such as meeting a new regulatory requirement for the organization or delivery of an enabling service Resource constraints that may affect projects within the program Risk mitigation activities that impact the direction or delivery of multiple projects Organizational change that affects the work of projects and their relationships to other projects and work Escalation point for issues, scope changes, quality, communications management, risks, or program interfaces/dependencies. How a Program Links Projects David L. Davis, PMP

15. Relationship David L. Davis, PMP

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17. David L. Davis, PMP Holistic Benefit Analysis

18. Governance Strong detail on program governance Control board Phase gates Deliver the benefits April 2008 David L. Davis, PMP

19. Program Management Process Groups Defining the Program Initiating the Program Planning the Program Executing the Program Controlling the Program Closing the Program 14% 12% 20% 25% 21% 8% David L. Davis, PMP Exam Covers Similar model to PMBOK© Guide: Inputs -  Outputs Lessons Learned Defined tasks in Domain Knowledge Skills

20. Defining the Program David L. Davis, PMP

21. Initiating the Program David L. Davis, PMP

22. Planning the Program Similar to project knowledge areas Focus on Interface Planning David L. Davis, PMP

23. Executing the Program David L. Davis, PMP

24. Controlling Integrated Change Control Triple Constraint Control Issue Management David L. Davis, PMP

25. Closing the Program David L. Davis, PMP

26. April 2008 David L. Davis, PMP

27. Editorial Pros Standard vocabulary Focus on Governance Looks at business benefits and tracking for multiple projects Career pathing Defined position skills & knowledge Credential from a standards Good foundation for implementation of Program Management Tools David L. Davis, PMP

28. Editorial Cons Weak on Program Analysis Earned Value Stewardship reporting Status / Change Impact Assumes greater level of planning / maturity than most organizations have Weak at operationalizing a project output Version 1.0 – will have many gaps that will close with time. David L. Davis, PMP

29. David L. Davis, PMP 513 826-6424 New address April 2008 David L. Davis, PMP We're All In This Together!