Project Management

Program SUMO – PgMP® Course

Managing multiple interrelated Projects and organizational strategy with ease.

Classroom

Course No: PGMCER 01
Duration: 3 Days
Credits: 25 PDUs
Prerequisites

Minimum of 4.5 yrs of project related experience and 4.5 yrs of Program Management experience + Passion to excel. ...
Course Level

Advanced, Certification Course
 
Course Overview
Program managers are, above all else, change agents. Their roles have evolved in most organizations from that of managing multiple projects to implementing business strategy through an integrated portfolio of projects involving the management of multiple teams and executive-level stakeholders. As such, the program manager today requires a refined set of business and leadership skills that are vastly different from that of a project manager. Yet, being an effective program manager generally requires a firm foothold in project management. The course is based on PMI’s The Standard for Program Management, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and PMI’s Program Management Professional (PgMP)®Examination Content Outline (current version). The course contains an integrated case study and walks participants through the life cycle of a typical program, identifying critical success factors at each step in the process. This course is conducted replete with exercises and games to help retention and also conducted in a very casual and humorous nature to dispel the stress that my result from the intensity of the subject. 
 
Who should attend?
  • Program Managers
  • Program Directors
  • Sr. Project Managers
  • Business Change Managers
  • Program Sponsors
  • Portfolio Managers
  • PMO Staff
  • Program Board/Steering Committee members
 
Performance Focus
  • Practical empowerment in Program Management
  • Familiarizing the participant with the content and structure The Standard for Program Management – Third Edition and its 5 Performance Domains
  • Familiarizing the participant with the content and structure of the Program Management Professional (PgMP)® Examination Content Outline and its 5 Practice Domains, tasks, knowledge and skills
  • Applying The Standard for Program Management – Third Edition to scenario-based questions
  • Applying earned value management to scenario-based questions
  • Applying basic project management and critical thinking concepts to scenario-based questions
  • Ability to apply powerhouse concepts to the real world programs and strategic initiatives
  • Applying and preparing for the Program Management Professional (PgMP)® Examination
 
What You Will Learn
  • To align and manage the program, strategically, to satisfy organizational objectives and priorities, through benefit realization 
  • The program management life cycle is comprised of three domains, supporting processes and activities, to ensure benefits are realized, transitioned and sustained
  • The program management life cycle
  • To structure, organize, plan and manage a program to satisfy the business needs through benefit delivery and benefit realization
  • To articulate the role of a program manager, based on the outcome of PMI’s role delineation study
  • To apply the tasks, knowledge, and skills of a program manager to the appropriate phase and supporting processes, per the PMI Program Management Profession (PgMP)® Examination Content Outline
  • The do’s and don’ts of the PgMP exams
  • To study and prepare for the PgMP® Examination
 
 
Training Content and Basic Outline of the course

Introduction to Program Management

  • Relationships and differences between projects, programs and portfolios
  • Program life cycle
  • Interdependencies between projects and programs
  • Critical success factors for program management

Foundation Concepts

  • Programs, projects and portfolio definitions, differences, and how they relate
  • The definition of a component and how it relates to a program
  • Representative program management life cycle
  • Role of the program manager and the program office
  • The difference between the program management practice and performance domains

Program Register and Knowledge Asset Management

  • Program registers, and how they are used to manage knowledge assets
  • Knowledge asset management
  • The program manager as a knowledge asset manager

Types of Programs

  • Perspectives on programs to establish the “right” perspective
  • Categories of programs, from the program standard

Program Proposal

  • Strategic benefits of programs
  • Organizational mission, vision and values, and how they influence strategy
  • Alignment of program objectives and organizational objectives
  • High-level business case
  • The program manager’s role

Program Initiation and Approval

  • Characteristics of effective program managers
  • Program charter
  • Stakeholder management plan
    • Schedules
    • Cost estimates
  • Program approval

Program Planning

  • Program Stakeholder Engagement
  • Program management plan
    • Define program scope, including project and non-project work
    • Program architecture
    • Benefits realization plan
  • Plan for the remainder of the program
  • Program infrastructure setup, including governance tools, PMO, facilities and other processes
  • Program Governance planning
  • Metrics for measuring and controlling the program

Delivery of Capabilities and Benefits

  • Governance structure for monitoring and controlling program components
  • Factors for project sequencing in order to meet program objectives and realize benefits
  • Program coordination, management and monitoring
  • Response to program changes and execute corrective actions when necessary
  • Coordinate activities between program components/projects
  • Management of changes and benefits impacting the organization

Program Closure

  • Stakeholder communication
  • Program closure and benefits realization
  • Program closure activities
  • Transition to operations and maintenance
  • Lessons learned

Recap & Closing