This document provides an overview of Module 1 of the PgMP certification course. It covers key topics such as the purpose of program management standards, the differences between projects and programs, relationships between projects, programs, portfolios and organizational project management. It also discusses business value, the role of the program manager including required skills and competencies. The document includes example questions to test understanding of program management concepts.

1. PgMP – Module 1
Introduction to Program
Management
Issah Abdul-Wahab, MSc. MCTS, PMP, PgMP, PfMP
Email: awissah@gmail.com

2. Module Overview
 Purpose of PMI Standard for Program Management
 Project and Project Management
 Program & Program Management
 Relationships Among Projects, Program , Portfolio and
Organisational Project Management
 The Relationship Among Program Management, Operations and
Organisational Strategy.
 Business Value
 Role of the Program Manager (Skills and Competencies)

3. Purpose of Program Standard
The PMI standard for program
management is a compilation
generally recognized best
practices that can be applied on
most programs, most of the time.
It provides a common framework
for running programs
Problems solved by the standard
•Uncoordinated projects
•Lack of alignment to strategy
•Fire fighting
•Low resource utilization
•Waste and rework
•Inconsistencies in project results
•Provides a common terminology
Role – Program and Project Manager

4. Project & Project Management
Project:
Project Management:
Relationship between Projects and Operations
Projects (Temporary & Unique) & Operations (repetitive)
Any temporary venture undertaken to produce a unique product,
service or result.
Project management is the application of knowledge, skills, tools
and techniques to ensure that projects meet requirement
expectation – PMI PMBOKV5

5. What is a Program
A program is a group of related projects, sub program activities
managed in a coordinated way to obtain benefits and control
not available from managing them individually.
PM1 SPM 2nd Edition
Program
Related
Projects
Operations
Effort in
managing
Components
related
through a
common goal

6. Program Examples
Business Modernisation
Outsourcing Program
Service Enhancement Program
IT Modernisation Program
National Anniversary Celebrations
Rural Development Program
National School Feeding Program
Company Mergers

7. Interactions – Projects, Program &Portfolio
Portfolio
Portfolio
Programs Projects
Program
Project Project
Projects Operations
Portfolio
Programs
Consist of portfolio, programs, projects and operations
activity.
Consist of group of related projects
Programs Unique temporary endeavour to create product

8. Interrelationship – Projects, Program
&Portfolio
IT Portfolio
HW Upgrade
Program
ERP Program Database
Project
IT Consulting
Operation
P1 P2
P3
P1 P2
P3 P4
Daily
Work
Daily
Work

9. Program Management.
 The centralized coordinated management of a program to
achieve the program’s strategic benefits and objectives
 Program Manager applies knowledge, skills, tools and
techniques to ensure benefit delivery.
Program management is generally focused on:
• Project interdependencies
• Benefits:
o Opportunities to provide advantages to organizations
o Increased profits, improved morale, improved operations
and growth
PM1 SPM 3rd Edition

10. Program Management – Wrong Perceptions!
 Projects with separate goals are programs
 Programs are ‘large projects’
 Anyone managing over 2 projects is a program manager
 Strong technical teams ensure program success
 Good project managers are good program managers
 Projects related by a common funding, technology, shared client
stakeholders or resource are programs
 Program manager has to manage projects within program

11. Why Program Management?
Better
coordination of
Benefits and
strategy alignment
Interdependencies
and Prioritization
of projects within
Program
Better
understanding and
visibility of overall
risk.
Common
framework for
policies &
procedures
Shared
information and
communication
Unified resources,
bargaining, shared
procurement and
vendor mgt.
Effective
management of
Business case to
achieve Vision
Communication
from Program
Manager to Project
Managers

12. Example - Program Management
Related projects mean discrete
efforts that are grouped
together by commonalities
between efforts.
Consider a shopping complex
program

13. Example - Program Management
A benefit is an outcome of
actions and
behaviors that provides
utility to the organization

14. Area Project Mgt Program Mgt Portfolio Mgt.
Origin Program Portfolio Org, Goals & Obj
Scope Defined, elaborated Larger, significant benefits Enterprise wide
Managemen
t
Project Manager - Teams Program Manager – Project
Managers
Portfolio Manager -
Both
Deliverables Few, clearly defined Many, Initially undefined Varied
Timescale Clealy defined Loosely defined Loosely defined
Change To be avoided Encouraged Broad/ Int & Ext
Success
factors
Triple constraint Benefit, cash flow, ROI Benefit , Aggregate
ROI,
Plan Specific and detailed High – level and evolving Aggregate Portfolio
supports Project Team Project Managers Program managers
Relationship Among Projects, Program
& Portfolio Managemet

15. Relationship Among Projects, Program
& Portfolio Managemet – Case ABC
Giant ABC is a manufacturing concern in 30
countries. The strategy of Giant ABC is to
double its profits by 2020 and this is to be
achieved by the use operational and
marketing excellence portfolios with an
automation of its business process using an
Oracle or SAP ERP Business suite.

16. Relationship Among Projects, Program
& Portfolio Managemet
Strategy
Portfolio
Programs
Projects
Business
Strategy
• Increase Market share
• Improve Revenue
• Improve Service
Portfolio
• Expand to New Markets
• Extend Product Lines
Programs
• Emerging Markets Program
• New Product Introduction
• SAP/Oracle ERP System
Organizations with a maturity in
Project and program
management use this
hierarchical approach to launch
programs and projects so as to
keep them aligned to strategy

17. Relationship Among Operations and Organisational
Strategy
PMI SPMv3

18. Relationship Among Operations and Organisational
Strategy
Ensure portfolios, programs, and projects are:
• Aligned with organizational strategy and objectives,
• Comprised of the best mix of project investments, and
• Make the best use of available resources.
PMI SPMv3

19. Business Value
 Value = Total tangible + Total intangible elements
 Value is established through effective and established processes and
systems
 Successful value realization begins with comprehensive strategic
planning and management.
 Organizational strategy can be expressed through its mission and vision,
including orientation to markets, competition, and other environmental
factors.

20. Business Value – Creation & Enablers
 Value is created through effective Operations, Project, Program
and Portfolio management (P3).
 P3 provides a means to bridge the gap between organizational strategy
and successful business value realization
.
 Organisational enablers facilitate the alignment of these portfolio,
program, and project
• Structural
• cultural
• Technological,
• Human resource practices.
 Robust organizational enablers support achieve successful transitions
within the portfolio

21. Role Program Manager
Program Manager role distinct from that of the project manager
 Program Manager is more strategic compared to the Project
Manager role.
 Program Manager ensure program structure and
management processes enable the component delivery
successfully.
 Ultimately responsibility for ensuring component delivery of
benefits and alignment of to organizational strategy
The program manager does not manage individual components of
the program

22. Program Manager Competencies & Skill
Strategic Visioning

23. Program Manager Competencies & Skill
In Summary, the program managers must be able to do the following:
 First and foremost they should be leaders and lead
 Motivate, align, and direct the program stakeholders.
 Communicate as needed to the appropriate program stakeholders.
 Influence factors that may affect the project for better or worse.
 Negotiate to reach the best solutions for the program.
 Work with program stakeholders to resolve issues and conflicts
 Align program components to strategic plan.

24. Questions
1). ISA Inc is a technology and management consulting firm. ISA Inc wants to double
its turnover by 2019 as part of its new strategy, ISA Inc wants to capitalize on the
growing popularity of the project management field. The Managing partner has
put together the following list of project management courses:
• PM 101: Basics of project management
• PM 201: Certified Associate in Project Management (CAPM) training
• PM 202: Project Management Professional (PMP) training
• PM 301: Program Management Professional (PgMP) training
• PM 302: Managing project risks
What would be your advise to ISA Inc. Should this initiative be managed as a Project
or Program. Justify your option.

25. Questions
2). Yozerh Mahdi is the program manager of ISA Inc. He has six projects within his
program. Who is responsible for the deliverables of each of the projects?
a. Yozerh Mahdi
b. project manager of each project
c. project sponsor
d. project team of each project
3). Oasis industries is planning to outsource their non core processes to cut costs. This is
inline with Oasis industry's current year strategy to improve operating margins. Which
of the following denotes Oasis's strategic intent:
a. Programs
b. Potfolios
c. Projects
d. Work packages

26. Questions
4). The differences between projects, programs and portfolios can be explained
BEST by which statement below:-
a. Projects are planned in detail to deliver a product/service or result, programs
monitor projects and ongoing work and portfolios identify the current state
of program/project investments.
b. Projects are planned in detail to deliver a product/service or result, programs
are complete when the deliverables are delivered and portfolios are never
complete
c. Projects are planned at high level, programs deliver a product/service or
result and portfolios identify the current state of program/project
investments
d. Projects are focused on task delivery, programs are completed when the
deliverables are delivered and portfolios are never complete

27. Questions
5). Which of the following does not make a case for a program?
Choose one answer.
a. Group of projects that require a centralized procurement of resources
b. Group of projects that are related to each other only because of a common client
c. Group of projects that have interdependencies that need to be managed
d. Group of projects, each with a unique product, service or result, and each of the
projects are related to one other
6). Which of the following are the elements of a strategic plan? (Choose
one.)
a. Vision, mission, and program benefits
b. Vision, mission, and business objectives
c. Mission, vision, and project portfolio
d. Vision, goal, and ROI

28. Question
ISA Inc and Company ABC have agreed to merge their product lines and market the
consolidated result. The companies have some products that have similar features and
targeted at the same audience. In order to create a consolidated product catalog, a
program effort has been initiated.
Senior management at both companies believe that a program manager could solve any
issues of duplicate products, biases towards particular products, nepotism in choosing
who stays and who has to go. All these expectations are informally communicated in
merger meetings but not formally documented.
Suuru Iman the VP at ABC Company recommends that there has to be some effort spent in
analysing available information about organizational and business strategies, internal and
external influences, and the benefits that both ISA Inc and ABC Inc expect to realize.
As a result of Suuru’s recommendations, a strategic decision making body specific to the
merger is created. The strategic body is also assigned with the responsibility to justify and
prioritize initiatives which then serves to prepare the groundwork for initiating the
program. The strategic body selects Suuru to be the program manager for consolidating
the product lines.

29. Questions
7). At this stage of the program, John should expect what from the strategic body
A. A Mandate that contains the road map and assignment of the program
manager
B. A Business case that contains the road map and the realized benefits
C. A Strategic directive that contains the high level cost, time and scope
D. A Mandate that contains the strategic objectives and the benefits that the
program is expected to deliver
8). What next should Suuru work on after issue of this document from the strategic
body.
A. Program plan and Business Case
B. Business Case and Program Management Plan
C. Program Plan and Charter
D. Vision and Mission statements
At this stage of the program, Suuru should expect what from the strategic body?

30. Answers - Next Module discussion
End