1 The Standard for Program Management: A Primer A. Andrew Anderson, President Kriste Jordan, VP Professional Development October 17, 2006 PMI Washington, DC Chapter

2 Purpose of this Presentation Provide an Overview of The Program Management Standard The Emerging Program Management Credential

3 Evolution of a Standard OPM Program Management 2006 Portfolio Management …And Many More

4 A document that defines what to measure against A document created by an appropriate diverse group through an open consensus-building process A document covering commonly accepted knowledge and/or practices and dealing with core concepts for the practice of the profession A document consistent with PMI’s Standards Setting Process and published as a project management standard What is a PMI Standard?

5 PMI Standards Project Schedule Project Initiation Project Team Formed Project Team Drafts Standard Exposure Draft (ED) Period (60 Days) Evaluate ED Comments (90 Days) Publishing Process (120 Days) Standard Available About 27 Months Typical Projects are planned for 36 Months or less

6 PMI Life Cycle Plan for Standards Standard Published One year of Celebrations New Project Team formed and the Standard is revised with a planned schedule of 3 years New Edition of Standard Published One year of Schedule Reserve PMI Plans for a five year refresh cycle for all Standards

7 The Framework Dual Purpose of the Program Mgmt Standard: –Describe generally recognized good practices –Explain context of portfolio and project management Provide a common lexicon to promote communication among: –Project Managers –Program Managers –Portfolio Managers –Senior Managers, and other stakeholders

8 What is a Program? A group of related projects managed in a coordinated way to obtain benefits and control not available from managing individually. May include ongoing operations, but is NOT to be confused with cyclical streams. May deliver collective capability or share a common attribute. Focus is on project interdependencies and determining optimum pacing. The Standard for Program Management, p.4

9 Pop Quiz When does a large project become a program?

10 A Large Project Becomes a Program… If split into multiple related projects WITH Explicit management of the benefits

11 “We Three Themes” Themes of Program Management –Benefits Management –Program Stakeholder Management –Program Governance The Standard for Program Management, p.9

12 Life Cycle Considerations, Phases Pre-Program Set Up Program Set Up Establish Program Management and Technical Infrastructure Deliver the Benefits Close the Program The Standard for Program Management, p.22 through p.28

13 Program Management Processes Three Themes, Five Life Cycle Phases, Five Process Groups 39 Processes: Inputs and Outputs Only Nine PMBOK Knowledge Areas

14 Sample Process Interface Planning Inputs 1 Communications management plan 2 Staffing management plan 3 Program schedule 4 Risk register 5 Stakeholder analysis chart 6 Program work breakdown structure (WBS) Outputs 1 Interface management plan 2 Program interfaces 3 Program schedule (updates) 4 Requirements for individual project communications planning The Standard for Program Management, p.41

15 Appendix H

16 The PgMP Sequence of Assessments –Extensive Application Process; Panel Review –Multiple Choice Exam –Multi-Rater Assessment Neither CAPM nor PMP credential a prerequisite 60 PDUs required every three years to remain certified.

17 Remaining Questions When can I apply for it? How much will it cost? When can I receive the exam specification? Keep an eye on: –The FAQ webpage on –PMI broadcast s

18 In Summary… Program Management Standard Released in May 3 Themes, 5 Process Groups, 39 Processes PgMP Credential Forthcoming

19 For More Details A. Andrew Anderson, Chapter President Kriste Jordan, VP Professional Development