The management of portfolios, programs and projects is the management of the lifeblood of many organizations. To say that this is an important role in any organization is a substantial understatement. Poorly conceived and/or managed programs have doomed many companies. PMI®'s new standard provides the Themes of Program Management, the Program Management Lifecycle and Program Management Process Groups that provide a structure and checkpoints to help ensure success. The workshop will prepare you for the exam by giving you hands-on practice in developing several key program deliverables and providing a simulated test for extra practice.
Learn how to:
- Prepare for the Program Management Certification Exam
- Define the program mission and vision statement
- Develop a Program Accountability Matrix
- Establish standards for programs
- Develop a detailed program scope statement, schedule and budget
- Integrate plans for constituent projects
- Manage Program issues and change
- Analyze and solve program management problems
- Execute the appropriate program plans (quality, risk, communication, staffing, etc.)
- Manage program and contract completion
Prepare for Program Management Certification
The management of portfolios, programs and projects is the management of the lifeblood of many organizations. To say that this is an important role in any organization is a substantial understatement. Poorly conceived and/or managed programs have doomed many companies. PMI's® new standard provides the Themes of Program Management, the Program Management Lifecycle and Program Management Process Groups that provide a structure and checkpoints to help ensure success. The workshop will prepare you for the exam by giving you hands-on practice in developing several key program deliverables and providing a simulated test for extra practice.
Compare Several Types of Programs
Workshop materials provide real world examples from a variety of programs, including new product development, legacy system to client-server computing conversion, public sector programs such as "green" programs that advance the technology of renewable energy technologies. The collection of related, and coordinated projects often includes marketing, engineering, production and distribution projects - all vital aspects of program management.
Clarify Roles and Responsibilities for Program Managers and Executive Management
What are the roles for Program Governance? What is expected of a Program Manager? Some who have thrived as a functional manager, may lack the mindset and temperament to manage in the dynamic program environment. This new PMI® Standard was developed by integrating the knowledge areas necessary in project management, as well as the best practices for program and portfolio management as detailed in OPM3©. By participating in this class, you will improve your practices in managing programs, and solidly prepare yourself for the role of Program Manager.
Standardize Program Management in your Organization
Since PMI® has been publishing the PMBOK® Guide, the language of project management has been significantly standardized at a global level, regardless of industry. Many extensions have been created to address the unique needs in the varying application areas. Ask people in almost any industry, in the public or private sector, and they will know about the triple constraints, the Work Breakdown Structure, and network diagrams. But this is not yet the case in Program Management, where the word "program" has several overlapping definitions. This new standard builds on the experience gained in the project management trenches and Boardrooms, and provides the standardization of the program management field that has been desperately needed to realize true effectiveness.
20 Immediate Benefits of Taking This Class
- Assess the strength of your program management skills with an
instrument designed to track your growth of knowledge and skills.
- Learn about environmental scanning and its role in Strategic Planning
- Clarify program mission and vision
- Learn techniques for managing difficult stakeholders
- Address financial, legal, regulatory and safety concerns
- Establish and maintain alliances with other organizational units
- Manage the contracting process
- Integrate the project plans for the constituent projects
- Improve efficiencies and synergies among projects
- Manage resource levels
- Consolidate project/program data such as documented issues, status reviews, risks, financial reports
- Increase commitment to the program by using proven motivation techniques
- Enable informed decision making by using uniform standards, resources, infrastructure, tools and processes
- Ensure the timely update of management information systems.
- Improve your ability to analyze and compare actual values in cost, schedule, quality, and risk with the program plan,
- Use trends and extrapolation to help identify preventive and corrective actions.
- Identify, select and implement courses of action for program-level issues
- Ensure that all administrative, commercial, and contractual obligations are met
- Approve completion, acceptance, and closure of constituent projects through appropriate processes and procedures
- Learn to develop a program performance analysis report.
Your Course Materials
As a great enhancement to your learning experience, Jim York has compiled a workbook exclusively for this course. The manual offers documentation for all the technical material presented in class, as well as other reference and resource material and an in-depth look at all class-exercises and case studies discussed. Much of this information cannot be found in any other source and will make a great reference tool when back at the office.
