Intro to Program Mgmt in org

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PgMP Prep Workshop

Mahindra Satyam 2009


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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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Mahindra Satyam 2009 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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E


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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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experience


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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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Intro to Program Mgmt in org

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