Program Management: Theory and Practice
Programs connect a company's strategic plans to the projects necessary to implement them. Programs frequently span many years, include multiple product releases, involve numerous and diverse stakeholder groups, and necessitate the establishment of a program office. This course covers the history, current practice, and future directions of program management. Concepts covered include program versus project, product, and portfolio management; the program manager role; the program life cycle, its phases and process groups, consistent with the PMI Standard for Program Management; themes of program management including benefits management, stakeholder management, and program governance; key program management deliverables; program office models; portfolio management concepts; and program management implementation within an organization.
At the end of the course, students will be able to:
Write a comprehensive job description for the program manager role, addressing core competencies within the dual roles of managing the business and leading the team.
Develop techniques to manage diverse types of stakeholders involved in a program.
Write tangible and intangible benefit statements to define and formalize the benefits that a program is expected to deliver.
Present a program charter to senior and general managers, demonstrating a solid understanding of the need for a program, the benefits to be obtained from it, and the plan to achieve program success and benefits attainment.
Develop core components of program management deliverables used in project execution, including program issue lists, program tracking reports, change management procedures, program communications plans, program quality assurance standards, and program contract execution outputs.
Critique the results of program management activities within an organization, and propose strategies for the organizational adoption of effective program management practices.
Interpret program tracking reports and make recommendations for program monitoring and controlling actions.
Develop strategies to demonstrate the value of program management practices within an organization by development components of a related business case.