Standard For Program Management Changes

Standard for Program Standard for Program ManagementManagement

Updates

1st Edition Vs

2nd Edition

Reference: Standard for Program Management and Standard for Program Management 2nd Edition by Project Management Institute. Please send the feedback, corrections and comments to [email protected] .

Structural ChangesStructural Changes

Dramatic change expanding the book by 300% from 110 pages to 330 pages

Structured to integrate the addition of Knowledge Areas for Program Management


Structural Changes Structural Changes Cont…Cont…

Original Standard Sections Second Edition Sections

Section I – The Program Management Framework Chapters 1 and 2

Section I –The Program Management Framework Chapters 1 and 2

Section II – The Standard for Program Management Chapter 3 – Program Management Processes

Section II – The Standard for Program Management Chapter 3 – Program Management Processes

Section III – The Program Management Knowledge Areas Chapters 4 through 15

Section III –Appendices Appendix D – Tools and Techniques Appendix E – Benefits Assurance and Sustainment Appendix F – Program Management Controls Appendix G – Examples of Organizational Structures of Programs Appendix H – Variance from or Extensions to Other related PMI Standards

Section IV – Appendices Appendix A – Second Edition Changes Appendix B – Evolution of PMI’s The Standard for Program Management Appendix C – Contributors and Reviewers of The Standard for Program Management – Second EditionAppendix D – Summary of Program Management Knowledge Areas

Section IV - Glossary and Index Section V –Glossary and Index


Addition of Knowledge AreasAddition of Knowledge Areas

9 Knowledge Areas have been added which map to the 5 Process Groups

Though the names of the Knowledge Areas appear similar compared to original version, the processes and their respective ITTOs have major changes, which gives an impression that it is a new KA altogether.

Cost, Quality and HR Management Knowledge Areas are referred to PMBOK 4th Edition.

These Knowledge Areas are adequately managed at the project level rather than at the program level.


Elimination of Themes Elimination of Themes

The term “themes” is no longer used. Themes are elaborated and have adequately been integrated into the program

processes and Knowledge Areas.


Largely elaborated on the fundamental changes to the standard

Revised to reflect the standard Knowledge Areas and processes

Clarity on the interactions between project, program, and portfolio management

Expanded on the program manager’s role, knowledge, and skills and the organizational factors involved in program management

Chapter 1Chapter 1IntroductionIntroduction


Chapter 1Chapter 1IntroductionIntroduction Cont…Cont…

Initial Edition Sections Second Edition Sections

1.1 Purpose of The Standard for Program Management 1.1Purpose of The Standard for Program Management

1.2 What is a Program? 1.2What is a Program?

1.3 What is Program Management? 1.3What is Program Management?

1.4 The Relationship Between Program Management and Portfolio Management

1.4Relationships Among Project, Program, and Portfolio

1.4.1The Relationship between Program Management and Project Management 1.4.2The Relationship between Program Management and Portfolio Management 1.4.3The Interactions Among Portfolio, Program, and Project Management

1.5 The Relationship Between Program Management and Project Management

1.5Program Management Office

1.6 Program Management in Organizational Planning 1.6Role of the Program Manager 1.6.1Program Manager Knowledge and Skills

1.7 Themes of Program Management 1.7.1 Benefits Management 1.7.2 Program Stakeholder Management 1.7.3 Program Governance

1.7Program – External Factors 1.7.1Organizational Process Assets 1.7.2Enterprise Environmental Factors 1.7.3Enterprise External Factors


Themes are eliminated and a stronger framework around program management is built

Title of Chapter 2 is changed from Program Life Cycle and Organization, to Program Life Cycle and Benefits Management

Naming differences to clarify program phases

A new section Program Benefits Management to discuss its importance in the program life cycle.

Chapter 2Chapter 2Program Life Cycle and Benefits ManagementProgram Life Cycle and Benefits Management


Chapter 2Chapter 2Program Life Cycle and Benefits ManagementProgram Life Cycle and Benefits Management

Cont…Cont…

Initial Edition Sections Second Edition Sections

2.1 The Program Life Cycle Overview 2.1Program Life Cycle2.1.1Characteristics of the Program Life Cycle2.1.2Relationship to a Product’s Life Cycles2.1.3Program Life Cycle and Benefits Management2.1.4Program Governance across the Life Cycle

2.2 Program Themes across the Program Life Cycle2.2.1 Benefits Management and the Program Life Cycle 2.2.2 Stakeholder Management 2.2.3 Program Governance through Phase-Gate Reviews

2.2Program Life Cycle Phases 2.2.1Pre-Program Preparations 2.2.2Program Initiation 2.2.3Program Setup 2.2.4Delivery of Program Benefits 2.2.5Program Closure

2.3 Program Management Life Cycle Phases 2.3.1 Program Governance Across the Life Cycle 2.3.2 Phase One: Pre-Program Set Up 2.3.3 Phase Two: Program Set Up 2.3.4 Phase Three: Establish Program Management and Technical Infrastructure 2.3.5 Phase Four: Deliver the Benefits 2.3.6 Phase Five: Close the Program

2.3Program Benefits Management 2.3.1Delivering and Managing Benefits 2.3.2Organizational Differences 2.3.3Benefits Sustainment


Revised to map to the new Knowledge Areas

Clarifies the five required Program Management Process Groups and their constituent processes

Some of the processes were reshuffled to better flow as program management is practiced

Chapter 3Chapter 3Program Management ProcessProgram Management Processeses

Summary of Changes - Chapter 3


These chapters did not exist in the initial The Standard for Program Management

Areas have been added and expanded upon, including inputs, tools and techniques, and outputs for each of the areas of program management

Chapters 4 through 15 Chapters 4 through 15


Chapter 4: Program Integration Management Chapter 5: Program Scope Management Chapter 6: Program Time Management Chapter 10: Program Communication Management Chapter 11: Program Risk Management Chapter 12: Program Procurement Management Chapter 13: Program Financial Management Chapter 14: Program Stakeholder Management Chapter 15: Program Governance The following chapters refer the reader to the PMBOK® Guide – Fourth Edition:

– Chapter 7: Program Cost Management – Chapter 8: Program Quality Management – Chapter 9: Program Human Resource Management

These chapters were not included because most of the work in these Knowledge Areas is performed at the component level and not at the program level

Chapters 4 through 15 Chapters 4 through 15 Cont…Cont…

Summary of Changes - Chapers 4 to 15


Includes the processes and activities needed to identify, define, combine, unify, and coordinate multiple components within the program

Includes characteristics of unification, consolidation, articulation and integrative actions that are crucial for completing the program, managing stakeholder expectations, and delivering program benefits

Chapter 4Chapter 4Program Integration ManagementProgram Integration Management


Initiate Program : – To produce the information needed to begin effective program planning as a basis for efficient execution and obtain the

authorization for this work approval of the program charter.

Develop Program Management Plan :– Consolidating and coordinating all subsidiary plans into a program management plan as well as updating the program

roadmap. This plan will serve as the consolidated plan for executing, monitoring, and closing the program.

Develop Program Infrastructure :– Identifying, assessing, and developing the infrastructure required to support the program.

Direct and Manage Program Execution :– Managing the execution of the program management plan to achieve program objectives.

Manage Program Resources :– Tracking, assessing, and adapting to the use of resources throughout the program’s life cycle.

Monitor and Control Program Performance :– Monitoring and controlling the program’s execution to meet performance objectives as defined in the program

management plan.

Manage Program Issues :– Addressing unplanned risks and events that may impact the program’s planned directives. Issues are assessed and, if

necessary, a change request is issued to address the issue or is referred to the Risk Management process.

Close Program :– Finalizing all activities across all of the Program Management Process Groups to formally close the program.

Chapter 4Chapter 4Program Integration Management Program Integration Management Cont…Cont…


Identifies the deliverables, estimates the major risks, and establishes the relationship between product scope and program scope, while setting standards for clear achievable objectives

– Plan Program Scope : Identifying and developing activities to produce deliverables and benefits that meet the program goals and objectives.

– Define Program Goals and Objectives : Establishing the overall goals and objectives of the program and ultimately what is to be delivered.

– Develop Program Requirements : Development and formal identification of the program requirements and specifications to deliver the program goals and

objectives.

– Develop Program Architecture : Defining the structure of the program’s components and identifying the interrelationships between all of the program

components.

– Develop Program WBS : Subdividing the program into its constituent parts (components, deliverables, and activities

– Manage Program Architecture : Managing the relationships between all of the program components to ensure the program architecture remains up-to-date.

– Manage Component Interfaces : Maintaining the adherence of program delivery and its constituent parts and managing interrelationships between the program’s

components.

– Monitor and Control Program Scope : Ensuring the program’s scope is controlled to meet the agreed-upon goals and realize the agreed program objectives and

benefits identified in the program charter.

Chapter 5Chapter 5Program Scope ManagementProgram Scope Management


Involves processes for scheduling the defined program components and entities necessary to produce the final program deliverables

Determining the following to keep the overall program on track and within the defined constraints

– The order in which the individual components are executed – The critical path for the program – The milestones to be measured

Develop Program Schedule :– Defining the program components needed to produce the program deliverables– Determine the order in which the components must be executed– Estimate the amount of time required to accomplish each component– Identify the major program level milestones during the performance period.

Monitor and Control Program Schedule :– Ensuring the program produces the required deliverables and solutions on time.

Chapter 6Chapter 6Program Time ManagementProgram Time Management


These Knowledge Areas are not included as part of The Standard for Program Management and are referred to PMBOK 4th Edition

Chapter 7,8,9Chapter 7,8,9Program Cost, Quality & HR ManagementProgram Cost, Quality & HR Management


Includes the processes for ensuring timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of program information

– Plan Communications : Determining the information and communications needs of the program stakeholders.

– Distribute Information : Making needed information available to program stakeholders in a timely manner.

– Report Program Performance : Collecting and distributing performance information. This includes status reporting, progress

measurement, and forecasting.

Chapter 10Chapter 10Program Communications ManagementProgram Communications Management


Involves the processes for identifying, analyzing, and controlling risks for the program

– Plan Program Risk Management : Deciding how to approach, plan, and execute the risk management activities for a program,

including risks identified in the individual program components.

– Identify Program Risks : Determining which risks might affect the program and documenting their characteristics.

– Analyze Program Risks : Prioritizing risks for further analysis or action by assessing and tabulating their probability of

occurrence and impact, analyzing the effect on overall program and its components, and managing interdependencies.

– Plan Program Risk Responses : Developing options and actions to enhance opportunities, and to reduce threats to program

objectives.

– Monitor and Control Program Risks : Tracking identified risks, monitoring residual risks, identifying new risks, executing risk response

plans, and evaluating their effectiveness throughout program life cycle.

Chapter 11Chapter 11Program Risk ManagementProgram Risk Management


Describes the processes, inputs, tools and techniques, and outputs associated with performing procurement for a program

– Plan Program Procurements : Determining what to procure and when Developing procurement strategies. This process precedes all other procurement efforts.

– Conduct Program Procurements : Details how to conduct the procurement activities of a program. It includes strategies, tools,

methods, metrics gathering, reviews and update mechanisms, standard assessment parameters, and reporting requirements to be used by each component of the program in conducting the procurement activities of the program.

– Administer Program Procurements : Details how to manage the contracts during the program to ensure that the deliverables meet

requirements, deadlines, cost, and quality established in the contract.

– Close Program Procurements : Are those processes that formally close out each contract on the program after ensuring that all

deliverables have been satisfactorily completed, that all payments have been made, and that there are no outstanding contractual issues.

Chapter 12Chapter 12Program Procurement ManagementProgram Procurement Management


Includes all of the processes involved in– Identifying the program’s financial sources and resources– Integrating the budgets of the individual program components– Developing the overall budget for the program– Controlling costs throughout the life cycle of both the component and program

– Establish Program Financial Framework : Identifying the overall financial environment for the program and pinpointing the funds that are

available according to identified milestones.

– Develop Program Financial Plan : Creating the processes for developing and managing the program budget and the payment

schedules to the components.

– Estimate Program Costs : Developing the initial program cost estimates that will be presented to the decision makers for

approval and further funding.

– Budget Program Costs : Developing the detailed budgets for the program and for the components based on the estimates

provided by the components.

– Monitor and Control Program Financials : Influencing the factors that create cost variances, controlling those variances at the program

level, and closing out the program and component finances.

Chapter 13Chapter 13Program Financial ManagementProgram Financial Management


Defines program stakeholders as individuals and organizations whose interests may be affected by the program outcomes, either positively or negatively

– Plan Program Stakeholder Management : Planning how stakeholders will be identified, analyzed, engaged, and managed throughout the

life of the program.

– Identify Program Stakeholders : Addresses the systematic identification and analysis of program stakeholders and creates the

stakeholder register.

– Engage Program Stakeholders : Where the program management team ensures that stakeholders are involved in the program.

– Manage Program Stakeholder Expectations : Process of managing communications to satisfy the requirements of, and resolve issues with,

program stakeholders.

Chapter 14Chapter 14Program Stakeholder ManagementProgram Stakeholder Management


Ensures decision-making and delivery management activities are focused on achieving program goals in a consistent manner, addressing appropriate risks and fulfilling stakeholder requirements

– Plan and Establish Program Governance Structure : Identifying governance goals and defining the governance structure, roles, and responsibilities.

– Plan for Audits : Ensuring the program is prepared for both external and internal audits of program finances,

processes, and documents, and demonstrates compliance with approved organizational program management processes.

– Plan Program Quality : Identifying quality standards applicable to the program, the processes, and the standards to be

applied, and ensuring compliance to these standards.– Approve Component Initiation :

Defining the decision-making structures and processes, which enable initiating and changing the program and/or components within the program.

– Provide Governance Oversight : Providing governance and auditability throughout the course of the program.

– Manage Program Benefits : Ensuring governance of expected program benefits is delivered consistently throughout the

program life cycle.– Monitor and Control Program Changes :

Ensuring the appropriate level of governance is applied to decision making of proposed changes to the program plan.

– Approve Component Transition : Ensuring transition of knowledge, responsibilities, and benefit realization from the program to

ongoing operations.

Chapter 15Chapter 15Program Governance ManagementProgram Governance Management


The glossary has been expanded and updated to:– Include those terms within The Standard for Program Management – Second Edition

that need to be defined to support an understanding of the document’s contents,– Clarify meaning and improve the quality and accuracy of any translations, and– Eliminate terms not used within The Standard for Program Management – Second

Edition.

GlossaryGlossary


Gangadhar Yasam. PgMP, PMP, ITIL, Lean 6σ

[email protected]

LinkedIn : http://www.linkedin.com/in/gryasam

SlideShare : http://www.slideshare.net/gryasam

Gangadhar Yasam. PgMP, PMP, ITIL, Lean 6σ

[email protected]

LinkedIn : http://www.linkedin.com/in/gryasam

SlideShare : http://www.slideshare.net/gryasam

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Standard For Program Management Changes

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