PgMP Standard Exam Study Notes

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Difference between Project, Program and Portfolio Management (Ch 1, p8) Parameter Project Program Scope y Narrow y Wide y Specific deliverables y May change y Benefit expectations of stakeholder Change y Keep to a minimum y Expect change Success Measured y By y y Leadership focus y y Manage y Role y Work Lifecycle Budget Time Specifications (Scope) Focus on task delivery Directive Technicians Team players who motivate y Monitor and control tasks y To produce discrete deliverables y y y y y y y ROI Capabilities Benefit Delivery Focus on managing relationships Conflict resolution Project Managers Leaders providing vision and leadership y Monitor projects and ongoing work

Portfolio y Business scope y Changes with strategic goals of organization y Monitor change in broader environment y Aggregate performance of portfolio components y Adding value to portfolio decisionmaking y Portfolio Management Staff y Leaders providing insight and synthesis y Monitor aggregate performance and value indicators

y To manage outcomes and benefits of integrated projects y Have extended lifecycles

Defining the program (21 questions, 14%) 1. Performing a program assessment a. Define program objectives and requirements from the strategic plan b. Establish high-level program map c. Ensure program aligns with enterprise strategic plan / mission d. Understand the strategic value of proposed business change e. Select the relevant communication tools and techniques 2. Supporting business analysis functions a. Identifying the marketplace needs and drivers for the program b. Ensuring program viability by performing market analysis and research c. Completing a high-level cost benefit analysis for the program 3. Developing benefits realization plan a. Estimating costs and benefits (ROI) of the program b. Identifying suitable benefits measurement techniques c. Defining KPIs d. Adapting the benefits realization plan to the organizational environment e. Conducting program feasibility study f. Identifying funding sources and obtaining funding 4. Performing preliminary stakeholder analysis a. Identifying, analyzing and characterizing program stakeholders b. Assessing stakeholder positions relative to the program c. Building stakeholder analysis charts d. Identifying evaluating and consolidating stakeholder requirements e. Creating stakeholder management plan f. Building the approach for stakeholder communications 5. Establishing alliances with other departments and organizations a. Recognizing dependencies with other departments and organizations b. Considering potential impacts of organizational environment and culture c. Aligning program objectives with alliances d. Recognizing and analyzing key program dependencies 6. Evaluating organizational capabilities a. Consulting with groups involved in program delivery b. Validating program priority and alignment to strategic objectives

c. Aligning program capabilities with strategic stakeholder needs d. Conducing a gap analysis of program deliverables and benefits against strategic plans and program requirements e. Evaluating program deliverables and benefits by applying lessons learned and financial management principles. 7. Requesting authorization to proceed a. Presenting the program assessment for approval to the governance authorities in order to initiate the program b. Recognizing and understanding the organization and program governance structures c. Selling the programs vision and expected business benefits d. Presenting the program assessment for approval e. Requesting authorization to proceed from the governance authorities f. Formally initiating the program Program Management Process Groups Process Groups Initiating (18 questions, 12%) y Defining and authorizing the program(s) and/or project(s) within the program. 1. Initiate Program y Program Benefits y Stakeholder Analysis a. Define the scope and benefit expectations of Statement and Management Plan the program y Benefits Realization b. Ensure authorization and program initiation Plan are linked to organization s ongoing work y (Program Business and strategic priorities. Case and c. Formal acceptance of scope by stakeholders Investment d. Order of magnitude estimates of scope, Analysis) effort and cost (i.e., feasibility studies, concept development) Benefits Management Stakeholder Management Program Governance

y Program Charter y Program Manager Identification y Program Sponsor Identification y Program Scope Statement

Process Groups 2. Authorize Projects a. Initiate components within the program. b. Timing usually controlled by Program Management Plan

Benefits Management y Project Business Case

Stakeholder Management y Program Reporting Requirements y Communicate Project Related Info to Stakeholders

Program Governance y Project Charters y Project Manager Assigned y Project Sponsor Identified y Project Funding Approved y Core Program Team Assignments y Program Manager Assignment y Program Team Directory

3. Initiate Team a. Formalize appointment of program manager b. Obtain and organize key personnel (core program team)

Planning (30 questions, 20%) y Planning the best alternative courses of action to deliver the benefits and scope that the program was undertaken to address. y Planning processes are iterative and depending on information generated at the project level. 1. Develop Program Management Plan y Program Benefits y Expectations y Program Management a. Develop set of plans to be used to guide Statement Updates management Plan (and all subsidiary both program execution and program plans) control (Same subsidiary plans as for projects.) b. Each planning process results in development of a subsidiary plan 2. Interface Planning y Program Schedule y Interface y Program Interfaces a. Process of identifying and mapping Update Management Plan interrelationships that exist within a y Requirements for program Program b. Describe characteristics of interfaces Communications Plan c. Create plan to ensure interfaces are established and maintained

Process Groups 3. Transition Planning a. Process of identifying and planning for transitions from program team to recipients of on-going activities that result from the program b. Purpose: Ensure program benefits are sustained once they are transferred to the organization c. Formal handoff d. May be multiple transition events 4. Resource Planning a. Determine people, equipment, materials b. Optimize resources across the programs c. Determine how common program resources will be allocated 5. Scope Definition a. Develop detailed scope statement b. Define approach for developing PWBS c. Develop scope management plan 6. Create Program Work Breakdown Structure a. Decomposition stop at level of control of Program Manager b. Captures all non-project work 7. Schedule Development a. Project managers build detail b. Detail rolled up at the management control points into program work packages 8. Cost Estimating and Budgeting a. Aggregate cost estimates b. Develop budgets for all components

Benefits Management y Transition Plan

Stakeholder Management y Receiving Organization Plan

Program Governance y Transition Agreement

y Resource Management Plan

y Detailed scope statement

y Scope Management Plan

y PWBS y PWBS Dictionary

y Program Mgt Plan Updates

y Program Schedule

y Program Budget

y Resource Requirement Updates y Schedule Management Plan y Cost Management Plan

Process Groups 9. Quality Planning a. Identify standards relevant to program b. Specifying how standards will be satisfied

Benefits Management y Operational Definitions y Quality Checklists y Quality Improvement Objectives and Plans

Stakeholder Management y Quality Management

Program Governance y Program Cost of Quality y Quality Management Plan

10. Human Resource Planning a. Identifying, documenting, and assigning program roles, responsibilities and reporting relationships 11. Communications Planning a. Determining the information and communication needs of program stakeholders b. Identifying who needs what information, when they need, how it will be given and by whom. 12. Risk Management Plan and Analysis a. Identification of program risks b. Qualitative risk analysis c. Quantitative risk analysis d. Risk response planning 13. Plan Program Purchases and Acquisitions a. Determining what to buy when b. Validating product requirements c. Developing procurement strategies d. Make/buy analysis on components of PWBS

y Roles and Responsibility Assignments y Communications Management Plan y Communications Technology Requirements Plan

y Organization chart y Staffing Management Plan

y Prioritized risks

y Risk Response Plan

y May/buy decisions

y Contract SOW y Procurement Management Plan y Program specific qualified vendor list

Process Groups Program Governance 14. Plan Program Contracting y Evaluation criteria a. Identify type and detail of documentation y Procurement documents needed to implement contracts y Contracts Management b. Produce foundation and guidelines on which Plan effective program-level contract administration can be implemented. Executing (37 questions, 25%) y Integrates the projects, people and other resources to carry out the program management plan and deliver the program s benefits. y Ensure that benefits management, stakeholder management and program governance are executed. 1. Direct and Manage Program Execution y Work results y Expectations y Change requests a. Deliver the programs intended benefits. Management y Program termination b. Produce cumulative deliverables and other requests work products c. Track progress of work d. Implement approved change requests, corrective actions and preventative actions. 2. Develop Program Team y Performance a. Building individ