Some people think that a program is just a large project. That is not the case. According to the Project Management Institute a program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
Why Do You Need a Program?
Large projects need more project management rigor and structure to be successful. However, when projects get very, very, large it is very difficult to deliver them successfully - even with good project management discipline. They are just too complex to manage as a single, coherent project. A better approach is to break up the very large projects into multiple smaller projects. It is easier to be successful on each of these multiple smaller projects than the one large project. Some of these smaller projects may still be large, but they are not as large as the entire project.
The problem with generating multiple smaller projects is that they may rapidly spin out of control. The projects may make decisions that will result in the sum of the parts not integrating into a holistic solution at the end.
Programs are an umbrella structure that allows you to manage a group of projects in a way to gain greater benefit than what could be achieved from managing the projects separately. The program allows us the best of both worlds. The very large initiative is broken down into many smaller projects that are easier to manage. At the same time you provide management and guidance to all of the projects to ensure that the common objectives and common deliverables are completed successfully.
In this project management training course, you will learn:
- The purpose of a program and how it provides value on large initiatives
- The four main program domains alignment, benefits, stakeholders and governance
- How to establish and define a program
- The main components for delivering the program
- The work to successfully close a program
Programs are not just managed as large projects.
Programs have their own processes for managing work effectively. For example, let's look at scope change management. If the projects are running within a program, they need a different scope management process. In a program, the projects recognize that a scope change has occurred, but the scope change decision is no longer made at the project level. The scope change must be escalated to the program level since the program has a better idea of how a change in one project can impact other projects within the program, and the program as a whole.
This program management training class is a stimulating combination of class interaction, active learning exercises and group collaboration. Each is designed to teach through practice so that you are readily able to apply what you learn to your work immediately. In this program management training class we will have exercises and a progressive case study to:
- Understand the risks and challenges of coordinating multiple projects without coordination
- Describe differences between projects, programs and portfolios
- List, measure and track program benefits
- Identify program stakeholders with their importance and influence
- Plan for common elements of program infrastructure
- Create the high-level program schedule, with sequencing and dependencies.
- Identify and respond to program risks
- Create a program Communication Plan
- Understand differences between program interfaces and transitions
- Determine the elements of program planning that are most important on different programs
- Differentiate project and program scope change requests
- Describe how you would respond to project and program issues
- Discuss the people aspects of program management
- Work on important concepts of program procurement
IMMEDIATE benefits of participating in this program management training workshop:
1.Understand when to apply project, program and portfolio concepts based on the characteristics of the work
2.Recognize different models for programs and which are most common
3.Know the roles of program manager and project manager and the differences between them
4.Validate the alignment of programs with the organization strategic plan
5.Apply the critical concept of benefits management to ensure benefits are realized and sustained
6.Ensure governance is applied in a program at both a project and program level
7.Plan how to engage stakeholders throughout the program
8.Recognize and implement key process differences between project and program management that includes:
- Risk management
- Scope management
- Issues management
- Communication management
9.Put program infrastructure in place to optimize the start-up work for each project
10.Implement a Program Management Office (PgMO) to support critical programs in your organization
11.Identify interfaces and transition points early in a program so a proactive plan is in place to address
12.Demonstrate your understanding of the comprehensive set of planning activates required on most programs
13.Perform the required work to monitor and control the program including managing risks, issues, scope, schedule, budget and quality
14.Identify and proactively manage project interdependencies
15.Effectively close a program
Anyone involved with the selection, management, or execution of a project will benefit from this course, including:
- Project Managers
- Business Analysts
- Program Managers
- Technical Leads
- Systems Architects
- Quality Assurance