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PROGRAM MANAGEMENT KEY DIFFERENTIATORS

Strategic vision

Program Management – An introduction

As per PMI, Program is defined as projects, subsidiary programs and program activities managed in a coordinated manner to obtain benefits not by managing them individually

Looking at the above definition what additional domains, knowledge elements, skills required to manage programs?

Program Management Performance domains are complimentary groupings of related areas of activity, concern, or function that uniquely characterize and differentiate the activities found in one performance domain from others within full scope of program management work.

Program managers actively carry out work within multiple Program Management Performance domains during all program management phases.

These domains run concurrently throughout the duration of the program. Within these the program team perform their tasks.

How do we align this stream of management with above (Portfolio and strategic management) and below (with Project Management)?

The below picture will bring some clarity on this aspect.

Program is one of the component within a portfolio. But because every program is a strategic initiative with vast scale, complexity, tenure, stakeholders number and expectations it is a self-contained enterprise in itself.

PGMP_Stream_of_Management

Every project within a program will follow life cycle create a product or service or result. We know the project management framework

Project_Management_Framework

What makes a Program Manager successful?

We can think of the following critical success factors that makes a program manager successful

  • Program Manager, manage details while taking a holistic, benefit focused view of the program
  • Leverages strong working knowledge of the principles and processes of both Project Management and Program Management
  • Interacts seamlessly and collaboratively with governance boards and other executive stakeholders
  • Establishes productive and collaborative relationships with team members and other organizational stakeholders
  • Leverages their own technical knowledge and experience to provide perspectives that support program w.r.to uncertainty, complexity and ambiguity
  • Facilitates understanding through the use of exceptionally strong communication skills

What does the PgMP credential offer?

If you have proven ability to manage multiple, related projects and navigate complex activities that span functions, organizations, regions or cultures and to align results with organizational goals, then you’re a potential PgMP.

The evaluation comes in a 3 stage application submission, review and exam format as below:

PGMP_Credential

What Proventures offer to the candidates?

Proventures with their unique expertise gained over one decade on PMI certifications, offer a 2/3 day workshop covering the complete range of topics as per PgMP examination content outline document. in addition to this the candidates are equipped with skills to write the experience summaries and a practice session on Program Management Information system through their custom designed Enterprise Project Management portal

The program can further be customized to specific corporate requirements by tailoring and incorporating the organization governance practices, lifecycle elements and tools & Techniques.

Typical outline of a 3 Day Program Management Workshop

Participant Introduction
Review

  • PgMP Examination guidelines
  • PgMP Exam Specification overview

PgMP standard – Introduction

  • What is Program?
  • What is Program Management?
  • Relationships Among Portfolio, Program, and Projects
  • Business Value
  • Role of the Program Manager
  • Program Performance Domains overview

Domain I- Program Strategic Alignment:

  • Organizational Strategy and Program alignment, Program business case and program brief
  • Program Roadmap
  • Environmental assessment
  • Program Risk Management Strategy
  • Case study and discussions

Domain III – Program Benefit Management

  • Benefit identification
  • Benefit Analysis and Planning
  • Benefit delivery
  • Benefit transition
  • Benefit sustainment
  • Case study and discussions

Domain IV – Program Stakeholder Engagement

  • Stakeholder identification, Analysis
  • Stakeholder engagement planning
  • Stakeholder engagement
  • Program Stakeholder communications
  • Case study and discussions

Domain V – Program Governance

  • Program Governance Practices
  • Governance Roles and responsibilities
  • Governance design and implementation
  • Program Management information system
  • Program knowledge Management
  • Case study and discussions

Domain II: Program Lifecycle Management

  • Program Definition
  • Program Benefit Delivery
  • Program Closure
  • Program activities and integration management

Program Lifecycle Management activities

Program Definition phase activities

  • Program formulation
  • Program Planning

Program Definition phase activities

  • Program Scope Monitoring and Controlling
  • Program Schedule Monitoring and Controlling
  • Program Financial Management
  • Program Resource Management
  • Program Quality Assurance and Control
  • Program Communication Management
  • Program Information Management
  • Program Risk Monitoring and Controlling
  • Program Procurement Management
  • Program Change monitoring and control

Article Authored by:

P Seenivasan, PMP, PgMP, PfMP, SP, CSM, CSPO

Director, Proventures Education and Consulting

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