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PgMP Prep Workshop
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Purpose of Workshop
Introduction of Program Management concepts
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References
, ,
Institute, Pennsylvania
Kerzner, Harold. Project Management-A Systems Approach to Planning,Scheduling and Controlling. John Wiley & Sons Inc., Seventh Edition.
Jack R. Meredith, Samuel J. Mantel, Jr. Project management A Managerial. , , .
CHAOS Report, Standish Group International, 2001
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Introduction to PMI
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PMI History
Started in 1969 with 5 members
By 1990, 8500 membersToday: there are about 250,000 members in 140 countries
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PMI Activities
REP Program Training orgs/Courses
Educational Seminars/ Conferences
Professional Standards (PMBOK, OPM3)
Professional Certifications
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PMI family of standards and credentials
Standard Certification
PMBOK 4.0 Project Management Professional (PMP)
Standard for P M 2.0 Pro ram Mana ement Professional P MP
The Standard for PortfolioManagement
Certified Associate in Project Management (CAPM)
Organizational Project Management PMI Risk Management Professional (PMI-RMP)Maturity Model
Project Management Competency
Development Framework
PMI Scheduling Professional (PMI-SP)
ract ce tan ar or arne a ueManagement
Practice Standard for ConfigurationMana ement
Practice Standard for Project RiskManagement
Practice Standard for Work
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Breakdown Structure
Practice Standard for Scheduling
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Program Overview
Introduction to Program Management
Program Management Process overview Pre-Program Preparations Program Initiation Program Setup
Delivery of Program Benefits
Program Management Knowledge Areas
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Introduction to
Program Management
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Program Definit ion
A Program is a group of related projects managed in a coordinated way to obtainbenefits and control not available from managing them individually.
Programs may include elements of related work outside of the scope of the discreteprojects in the program.
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Which of these are Programs?
There were two organizations that were merged into one. When the merger wascomplete, management realized that they remained two very different and sometime
.
realize their stated vision. Therefore a program was initiated to for the desiredtransition state.
An organization having presence in 25 countries across continents wants toimplement an ERP package globally to standardize the processes across the
regions and to have better visibility of the work being carried out by the regional.
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What is Program Management?
Program Management is the centralized coordinated management of a program toachieve the programs strategic objectives and benefits.
It involves aligning multiple projects to achieve the program goals and allows foroptimized or integrated cost, schedule and effort.
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Program Management Focus
Program Management focuses on project interdependencies and helps to determinethe optimal approach to manage them. Also ensures that all deliverables can be
- .
Coordinating supply of components, work or phases
eso v ng resource cons ra n s across componen s
Mitigating risk across components
Ali nin with or anization / strate ic direction
Resolving issues and changes
Tailoring program management processes and interfaces
This does not include direct management of the projects and other components.
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Relationship between
Project, Program and
P r f li
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Project and Portfolio - Definitions
Project
A temporary endeavor underaken to create a unique product, service or result.
Portfolio
A collection of components (projects, programs, portfolios and other work such asmaintenance and related ongoing operations) that are grouped together to facilitatethe effective management of that work in order to meet strategic business
objectives.
The components of the portfolio may not necessarily be interdependent or directlyrelated.
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Portfol io, Program and Project Management Focus
Portfol io Management
Assurin that ro rams and ro ects are selected rioritized and staffed withrespect to their alignment with organizational objectives
Program Management
c ev ng e ene s a gne w e por o o an su sequen y, e organ za onaobjectives
Project Management
Achieving the individual project requirments
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Portfolios Programs - Projects
Projects Programs Portfolio
Projects have a narrow scope
with specific deliverables
Project Managers try to keep
Programs have a wide scope that
may have to change to meet
benefit expectations of the
Portfolios have a business
scope that may have to change
with the changing strategic
change to a minimum
Success is measured by
budget, on time and products
delivered to s ecification
Program Managers have to expect
and even embrace change
Success is measured by ROI, new
goals of the organization
Portfolio managers continually
monitor changes in broad
environment
Leadership style focuses on
task delivery and directive in
order to meet the success
capa y an ene s e very
Leadership style focuses on
managing relationships and conflict
resolution. Program managers
Success is measured in terms
of aggregate performance of
portfolio components
criteria need to facilitate and manage the
political aspects of the stakeholder
management
Leadership style ocuses on
adding value to portfolio
decision-making
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Portfolios Programs - Projects
Project Manager Program Manager Portfolio Manager
Project Managers manage
technicians, specialists etc.
Project Managers are team
Program Managers manage
project managers
Program Managers are leaders
Portfolio managers may
manage or co-ordinate portfolio
management staff
players who motivate using their
knowledge and skills
Project Managers conduct
providing vision and leadership
Program Managers create high-
level plans providing guidance
Portfolio Managers are leaders
providing insight and synthesis
Portfolio managers create and
delivery of products of the
project
Project Mangers monitor and
are created
Program Managers monitor
projects and ongoing work
communication relative to the
aggregate portfolio
Portfolio managers monitor
control tasks and the work
producing the products
through governance structure aggregate performance and
value indicators
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Portfol io, Program and Project Management Interactions
LevelPortfolio
Strategies & priorities Progressive elaboration Governance Dis osition on re uested chan es
Strategies & priorities Progressive elaboration Governance Dis osition on re uested chan es
ProjectsLowerLevel
Portfolios
Impacts from changes in other
portfolios, programs & projects
Impacts from changes in other
portfolios, programs & projects Performance reports Change requests with impact on
Performance reports Change requests with
Higher
Level
,,programs or projects Strategies & priorities
Progressive elaboration Governance
Disposition on requested changes
Programs
Lower
LevelPrograms
portfolios, programs & projects
Performance reports Change requests withimpact on other portfolio,
ProgramsProjects
Pro ects
ProjectsLowerLevel
Pro rams
programs or projects
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Portfolio, Program and Project - Example
Portfolio: An IT Services firm might set an strategic objective of "maximizing thereturn on its investment." It ma ut to ether a ortfolio that include ro ects andprograms in Enterprise Business Solutions, Platforms & Testing and the revenuetargets from various regins like US, Europe and Rest of the World.
rogram: n o a ro ou
Project: Roll out of a module of an ERP Package
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Program Management Office
Defines Program Management processes
Manages Program-level schedule and budget
Defines Quality standards for the Program and its components
Centralized support for managing changes and tracking risks and issues
Project Management Office is used for managing a portfolio of independent projects.
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Program Manager Knowledge and Skills
Leadership
Special Blendof Knowledge,
Skills &Com etence
CommunicationsTechnical
Knowledge
nvironmenta
l
Awareness
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Key Attribute of the Program Manager
Ability to work positively with the full range of individuals and groups involved in
Ability to develop and maintain working relationships with other members of theprogram management team, senior management, project teams and other
Necessary seniority to be able to take on the responsibilities required of the role
Strong leadership and management skills Understanding the wider objectives of the program
Credibility within the program environment and ability to influence others
Good knowledge knowledge of techniques of planning, monitoring and controlling
programs, including risk management Good knowledge of project management approaches
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Ability to find innovative ways of solving or preempting problems
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External Factors that influence Programs
Organization Process Assets
Enterprise Environmental Factors
Enterprise External Factors
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PgMP Certification
Ref. PgMP Credential Handbook from PMI
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PgMP Credentialing Process Overview
Evaluation 1 Application Review by a panel of program managers
Evaluation 2 Multiple-Choice Examination
Evaluation 3 Multi-rater Assessment (MRA). A 360-degree review by a team ofra ers se ec e y you.
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Timeline for Obtaining the PgMP Credential
Audit Process
5 Business DaysIf a lication is selected
er ca on yc e3 Years
(From the date MRA is passed toobtain and record PDUs toward
credential maintenance)
Application Payment Process
Multi Rater Assessment (MRA)
All respondents have(Cannot schedule exam until you submit
payment of credential fee)ca en ar wee s
(From the date examination pass status isreceived)
Application Completeness
Review 5 Business Days(When submitted online)
Multiple Choice Exam Eligibil ity
1 Year(From the date of application approval)
Application Submission
Window Open 90 Day
Panel Review
Up to 10 Business Days
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PgMP Eligibil ity Requirements (over the last 15 consecutive
Background Experience Experience
High School diploma,Associates de ree or
Minimum four years (6,000hours of uni ue non-
Minimum seven years10 500 hours of uni ue
global equivalent overlappingprofessional project
management experience
non-overlappingprofessional program
management
OR
Bachelors degree, Minimum four years (6,000 Minimum four yearsg o a equ va en or higher degree
ours o un que non-overlappingprofessional projectmana ement ex erience
, ours o un quenon-overlappingprofessional programmana ement
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Examination Information & Blueprint
Alloted Time 4 hours O tional 15-minute tutorial Total Exam Questions - 170
Scored Questions - 150 Pre-test (UN-scored Questions) 20
o ues ons n eac oma n Defining the program 14% Initiating the program 12%
Planning the program 20% Executing the program 25% Controlling the program 21% Closing the program 8%
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Examination location - Prometric centers
When confident for examination, contact the nearest Prometric center and fix upappointment for examination
For details about the location and other details in India, call: 91-124 514 7700
Examination centers are available at the following locations AHMEDABAD, ALLAHABAD, BANGALORE CALCUTTA, CHENNAI, HYDERABAD MUMBAI, NEW DELHI, TRIVANDRUM
Contact Address:
India Registration Center Thomson Prometric, Prometric Testing Private Ltd,
, - - ,
Phase II, DLF City
Gurgaon - (Haryana), 122002 INDIA
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www.prometric.com e-mail: [email protected]
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Multi-rater Assessment (MRA)
Self-evaluation plus 360 degree evaluation by 12 reference contacts provided byou
Survey consisting of 74 questions / statements
our re erence con ac s s ou cons s o a eas : One supervisor Four peers
Four direct reports Three professional references of your choice
Final diagnostic report includes pass/fail status and a breakdown of performance.
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PgMP Credential Fees
ExamAdministrationType PMIMemberStatus USDollars EurosComputerbasedtesting member $1,500 1250
Computerbasedtesting
(CBT)
nonmember $1,800 1500
Pa erbased testin PBT member 1 200 1000
Paperbasedtesting(PBT) nonmember $1,500 1250
Reexamination(CBT) member $500 420
Reexamination(PBT) member $400 335
Reexamination(PBT) nonmember $500 420
MultiraterReassessment member $400 335
Multirater
Reassessment nonmember $500 420
CCRcredentialrenewal member $60
CCRcredentialrenewal nonmember $150
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Refund of $700 if you fail audit process or quit before the exam
PMI membership costs $129
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Maintaining the PgMP Credential
Similar to PMP
Certification cycle of 3 years
60 PDUs in 3 years, PMP and PgMP PDUs can be clubbed
Credential renewal fee US$60 for PMI members; US$150 for nonmembers
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