Program Management: Managing in the Complex, Multiple Project Environment

learning objectives:

• Demonstrate the value of program management for orchestrating complex projects to deliver benefits that implement enterprise strategy.
• Use course concepts and tools with real programs in class and thereby enhance both relevance and immediate application.
• Differentiate programs and projects in terms of roles, responsibilities, life cycles, and sophistication.

Pre-Course Assignments

The exercises in this class depend upon participants having a reasonable level of knowledge about programs currently underway within their organization.Participants will be asked to use real program data in class. This will both reinforce the concepts and enable attendees to immediately begin applying them to their current programs.

A pre-course communication is sent out by CEG, requesting that participants think about and bring the following information with them to the course (if it is available):

1. Current program management processes and tools in use.
2. Up to two current or recent programs you have been part of in any way, including the program:

• Business case
• Charter
• Statement of work or scope document
• Outline or org chart of component projects
• Integrated WBS and master schedule

Module 1: Course Introduction

• Objectives and Course Overview
• Exercise: Current Practices in Your Organization

Module 2: The Program Management Domain

• Terminology
• Program Management and Enterprise Strategy
• Project vs. Program vs. Portfolio Management
• Program Life Cycle
• Program Governance
• Program Complexity
• Exercise: Assess Program Complexity

Module 3: Program Selection

• Program Assessment
• Exercise: Program Assessment
• Business Analysis
• Vertical Requirements
• Horizontal Requirements
• Requirements Gap Analysis
• Discussion: Program vs. Project Requirements
• Traceability
• The Program Business Case
• Exercise: Prepare a Program Business Case
• Program Prioritization
• Exercise: Prioritizing a Program
• Nonselection

Module 4: Program Initiation

• Program and Project Management Standards
• Stakeholder Identification and Assessment
• Exercise: Perform a Stakeholder Assessment
• The Program Manager
• Selection
• Role and Characteristics
• Prepare the Program Charter
• Exercise: Create a Program Charter

Module 5: Program Organization

• Program Creation vs. Assembly
• Program Components
• Exercise: Compare Programs versus Projects
• Program Teams
• Core and Extended Teams
• Participation and Accountability
• Program Planning
• Program Planning Elements
• Business Analysis Elements
• Statement of Work (SOW)
• Program WBS
• Exercise: Prepare an Integrated Master Schedule and Program Structure
• Exercise: Mapping Project Deliverables to Program Benefits
• Communication Policies
• Program Communication Planning
• Requirements Management
• Change Management
• Issue and Risk Management
• Financial Management
• Procurement Management
• Kickoffs

Module 6: Program Delivery

• Leadership vs. Management
• Discussion: Compare Leadership and Management at the Program and Project
• Levels
• Standards
• Scaled Agile Framework
• Business Analysis
• Exercise: Evaluate Program Business Analysis
• Benefits Delivery
• Exercise: Evaluate Program Benefits Delivery
• Status Reporting
• Exercise: Plan Program Status Reporting
• Issues and Risk Management
• Discussion: Major Impediments to Successful Risk Management
• Program Performance Evaluation
• Exercise: Methods of Program Performance Evaluation
• Change Management
• Stakeholder Management
• Resource Management
• Quality Management
• Discussion: Quality Management at the Program and Project Levels
• Communication Management

Module 7: Program Completion

• Lessons Learned
• Program and Project Transition
• Preparation
• Staffing and Skills Needed
• Documentation and Support
• Detailed Procedures
• Tools
• Roles/Responsibilities
• Program and Project Closure
• Exercise: Prepare a Program Completion Plan
• Exercise: Summarize Your Learning