Program managers coordinate the efforts of marketing groups, project teams, product delivery, support, operations and people from other functional groups, including multiple suppliers, business partners and other external bodies. Their goal is to ensure that proposed business changes, complex products and processes are implemented to deliver on the programs strategic benefits and objectives. PMIs The Standard for Program Management defines programs as groups of related projects and operational activities managed in a coordinated way to obtain benefits not available from managing them individually.

This course provides the information that you need to prepare for PMIs new credential, the Program Management Professional (PgMP®). At the same time, it gives you the knowledge, in an organized and experiential framework that you need to improve your program management competency and your ability to make a contribution to program success.

You should attend if you plan, control or manage the execution of complex projects, or programs made up of multiple projects often with operational activities: IT application managers, product managers, event managers, consultants and others; if you manage projects within programs and aspire to either become a program manager or to better understand the program and how it impacts and is impacted by projects; or if you act as a portfolio manager, program management officer, project management officer, functional manager, marketing director, consultant, or researcher.

The goal of this course is to equip you with the necessary knowledge, skills and techniques so you can effectively navigate the initiating, planning, implementation and ongoing operations of program management. This course is fully aligned with the 2008 PMI standard and is a way to prepare for certification as a Program Management Professional (PgMP®) 2nd edition.

You will learn:

• What a program is, how it fits within a project/program portfolio and how it differs from portfolios and projects.
• How to structure a program, create a program board to ensure effective governance, identify and sequence the projects, estimate, schedule, optimize resources, set up communication, collaboration and reporting structures and coordinate ongoing operations with projects that may affect and be affected by them.
• How to align program objectives with those of the organization, as well as the community within which it will operate and produce results.
• To identify program management activities across the program management process groups: initiating, planning, executing, monitoring and controlling and closing, and the applied best practices to perform them in varying situations.
• Use the importance of the benefit realization plan to build, manage, communicate, monitor and control it and, most importantly, to realize expected benefits.
• Identify the essential skills of the effective program manager and manage a team of project managers, operational leads, marketing teams, executives, clients, regulators, partners and suppliers and assess your own and your groups level of proficiency and plan for growth
  

Project Management Context & Concepts

• Programs, projects and portfolios: what they are and how they relate to one another
• Program management and program managers: Managing complex efforts to realize benefits
• Benefit management
• Stakeholder management
• Governance: Program Management Office and program boards
• "The Standard for Program Management” overview

Program Management Life Cycle

• The difference between program life cycle and program management process
• Characteristics of program life cycle
• Benefit management and program life cycle
• Program governance and program life cycle
• Five phases of program life cycle:
  1. Pre-program setup
  2. Program setup,
  3. Establishing a program management and technical infrastructure,
  4. Delivering the incremental benefits, and
  5. Closing the program

Program Management Process Groups

1. Program Initiation
   • Initiating a program
   • Establishing Program Financial Framework
2. Program Planning
   • Develop Program Management Plan
   • Develop Program Infrastructure
   • Plan Program Scope
   • Define Program Goals and Objectives
   • Develop Program Requirements
   • Develop Program Architecture
   • Develop Program WBS
   • Develop Program Schedule
   • Plan Communications
   • Plan Program Risk Management
   • Identify Program Risks
   • Analyse Program Risks
   • Plan Program Risk Responses
   • Plan Program Procurements
   • Develop Program Financial Plan
   • Estimate Program Costs
   • Budget Program Costs
   • Plan Program Stakeholder Management
   • Identify Program Stakeholders
   • Plan and establish Program Governance Structure
   • Plan Audits
   • Plan Program Quality
3. Program Execution
   • Direct and Manage Program Execution
   • Manage Program Resources
   • Manage Program Architecture
   • Manage Component Interfaces
   • Distribute Information
   • Conduct Program Procurements
   • Engage Program Stakeholders
   • Approve Component Initiation
4. Program Monitoring and Control
   • Monitor and Control Program Performance
   • Manage Program Issues
   • Monitor and Control Program Scope
   • Monitor and Control Program Schedule
   • Report Program Performance
   • Monitoring and Control Program Financials
   • Manage Program Stakeholder Expectations
   • Provide Governance Oversight
   • Manage Program Benefits
   • Monitor and Control Program Changes
5. Program Closure
   • Close Program
   • Close Program Procurements
   • Approve Component Transition

Essential Program Manager Skills

• Communications, conflict resolution and relationships with stakeholders
• Managing with varying levels of authority and accountability
• Program managers as bottom-line business managers
• Tools: MS Project and EPM

Recap/Closing