PGMP Notes

General Notes
Organizational Structures
Organizational structures are relevant to the program manager’s authority. A project manager has authority
from weakest to highest in the following order:
• Functional
• Weak matrix
• Balanced matrix
• Strong matrix
• Projectized

 In a matrix organization, the resources are owned by the functions. The program
manager needs to seek senior management intervention to protect the program's
resources by approaching the program sponsor incase functional manager is not
cooperating
 The management style should be driven by whatever is appropriate at the given
moment in time. There is no right or wrong style for management style
 The program manager looks at changes from the point of view of impact to the ability
of the program to deliver benefits, whereas the projects look at it from delivering on
the requirements within the triple constraints
 Preventing unnecessary changes is the best service that the program manager can
provide to a program with regard to change management. They are uniquely
positioned to do this because they have a view of the organization's expectations
about benefits and the correlation of the activities to achieving the benefits.
 in an environment where there is a great degree of uncertainty and in the early
beginning of the program, it is good to use:
 Rolling wave planning approach. This approach allows team members to plan
as much as possible. While executing that part of the plan, as they continue to
refine their plans as they learn more about the work
 Rough order of magnitude estimate That kind of estimate is not nearly as
accurate as the other kinds of estimate and is used just to give a rough idea of how
much time and cost will be involved in doing a project. range of −25% to +75%.
 Bottom-up estimating,: you break it down into pieces, estimate each piece, and add them
up.
 Analogous estimation (Top-down) is the opposite: you start with the whole project
(without breaking it up at all), find other projects that were like it, and use those projects to
come up with a new estimate

1. Organizational planning impacts the projects by means of project

prioritization based on risk, funding, and other considerations
relevant to the organization’s strategic plan.
2. If the projects have separate goals, are not characterized by synergistic
benefit delivery, and are only related by common funding, technology, or
stakeholders, then these efforts are better managed as a portfolio rather than
as a program
3. Program management provides a framework for managing related efforts
considering key factors such as strategic benefits, coordinated planning,
complex interdependencies, deliverable integration, and optimized pacing.

 Organizational planning can direct the management of resources,

and support for the component projects on the basis of risk
categories, specific lines of business, or general types of projects,
such as infrastructure and process improvement.

 Customer-focused programs are initiated when they complement the

organization’s strategic business plan and are accompanied by formal
customer authorization or contractual agreement.

 Internal programs such as enterprise-wide process improvement programs

are undertaken by organizations or operations as a catalyst for change.

 In one program , if one project (A) depends on the output of

another project(B) then from project A prospective it’s an
external dependency

 The management of interdependencies issues within a program is a responsibility of

the program manager

 Once the area to be addressed is understood and the stakeholders with

whom communication should be established are identified, a high-level
approach or plan, often defined as a program roadmap

 Early in the program, the program guides and directs the

individual program components to align and achieve desired
goals and benefits. The program also influences the approach for
managing the individual projects within it. This is accomplished
through the program manager’s decision-making capability along
with Program Stakeholder Engagement and Program Governance

 Information flows predominantly but not exclusively from the

program’s components to the program during the program
planning phase. Later in the program, the individual components
report through Program Governance processes on project status,
risks, changes, costs, issues, and other information affecting the
 program. An example of such an interaction can be found during
schedule development, where a detailed review of the overall
schedule at the component level is needed to validate information
at the program level.

 PMI defines portfolios as projects, programs, subportfolios, and

operations(other work) managed as a group to achieve strategic
objectives

o The portfolio is a snapshot of the organization’s efforts in

progress, reflecting the organizational goals at the time the
projects were selected
 Portfolio management is not managing it’s components, such
responsibility is handled by Program and Project Managers
leading the portfolio’s components (sub-portfolios , programs and
projects)

 The projects or programs within a portfolio may not necessarily

be interdependent or directly related. In fact, they are often
unrelated, though they may share a common resource pool or
compete for funding

 Programs are influenced by portfolio needs such as

o organizational strategy and objectives benefits
o funding allocations,
o requirements,
o timelines,
o constraints (schedule deadlines)
such needs are translated into the program scope, deliverables, budget,
and schedule. The direction of influence flows from the portfolio to the
program

 A portfolio is one of the indicators that reveals an organization’s

true intent, direction, risk tolerance, and progress. It is where
investment decisions are made, resources are allocated, and
priorities are identified.
 Organizational project management (OPM):

 strategy execution framework utilizing project, program, and portfolio

management as well as organizational enabling practices to
consistently and predictably deliver organizational strategy producing
better performance, better results, and a sustainable competitive
advantage.
 Advances organizational capability by linking project, program, and
portfolio management principles and practices with organizational
enablers (e.g. structural, cultural, technological, and human resource
practices) to support strategic goals .

 An organization measures its capabilities, then plans and

implements improvements towards the systematic achievement of
best practices.

 If the strategic direction changes, the portfolio is reexamined.

Strategic direction change may occur in an organization due to
market changes, organizational focus, competition, and other
external environmental factors

 In order to bridge the gap between organizational strategy and

successful business value realization, the use of portfolio,
program, and project management techniques is essential.

 benefits are the tangible gains and valuable assets to the organization from
the economic or other exploited effect of outcomes

 The relationship between the vision and mission is a two-directional relation, so, vision
provides input to the mission, and the mission provides feedback to the vision until both
of them are defined and aligned

 The program mandate and the business case are key inputs for the portfolio
management body to charter and authorize the new program

 The program manager, program governance board, and key

stakeholders may determine if the window of opportunity was met or
compromised by actual events in the program or component projects
  Quality management should be considered when defining all program
management activity as well as for every deliverable and service

Programs can be segmented into three broad categories, based on how they are
initiated or recognized:
1. Strategic Programs—Initiated as a result of the organization’s strategic
planning process, typically through a portfolio management function (e.g., a
new product or service launch or an organizational redesign). These
initiatives typically support the organization’s strategic goals and objectives
and enable the organization’s vision and mission.

2. Compliance Programs—Initiated as a result of legislation, regulations, or

contractual obligations (e.g., international banking regulations, fuel emission
standards, or data privacy and security requirements). These initiatives are
typically not strategic in nature but must be performed by the organization

3. Emergent Programs—Initiated as a result of the organization recognizing

that disparate initiatives are related through a common outcome, capability,
strategic objective, or delivery of a collective

 It’s important to perform the initial program management

activities once the emergent program has been identified.

 The successful program manager uses knowledge, experience,

and leadership effectively to align the program’s approach with
the organization’s strategy, improve the delivery of program
benefits, enhance collaboration with stakeholders and governance
boards, and manage the program life cycle. In general, this
requires the program manager to exhibit certain core
competencies

 After the competence requirements are identified, the next step is to negotiate for
team members, assess their strengths and weaknesses, and build a training plan.
Core program team assignments are determined during program infrastructure
development

 Program Infrastructure development is invoked in the program definition

phase (preparation sub-phase) and may be invoked again at any time during
the program in order to update or modify the infrastructure to support the
program
 Although the type of program may influence the life cycle, the primary life-cycle
phases and their activities are similar since the purpose of life cycle management is
to manage activities regarding program definition, program benefits delivery, and
program closure.

 Politicking (getting out for dinner with customer) is a skill and competency that
successful program managers practice. In this instance, such activity can be very
helpful in uncovering underlying problems.

 The business case must demonstrate an understanding of the needs, business

benefits, feasibility, and program justification. To do so, skills in feasibility analysis
and marketing are required. The business environment and customer requirements
information are necessary to build the business case.

 Business case covers:

 Assess the program balance between cost and benefits
 may be basic and high-level or detailed and comprehensive.
 includes key parameters used to assess the objectives and constraints for the
intended program.
 details about problems or opportunities;
 business and operation impact; cost
 benefit analysis;
 alternative solutions;
 financial analysis;
 intrinsic and extrinsic benefits
 market demand or barriers;
 potential profit;
 social need;
 environmental influence;
 legal implication;
 risk;
 time to market;
 constraints
 program approach to be followed
 extent to which the program aligns with the organizations strategic objectives.
 Establishes the authority, intent, and philosophy of the business need.
 serves as a formal declaration of the value that the program is expected to
deliver and a justification for the resources that will be expended to deliver it.

 since program is not officially approved yet, you should not

recruit program team members yet. Nor should you organize the
program kick-off meeting yet
  Once the program is selected by steering committee, program
manager should work on business case first

 The benefits realization plan is used by program governance for a number of

reasons. The Governance Board is interested in determining if benefit achievement
is occurring as planned or whether changes are needed to the components or to the
program.

 After a skill set inventory is completed, team assignments can be made

 Organizational factors outside of the program influence the selection, design,

funding, and management of the program.

 The program is selected and prioritized according to how well it supports the
strategic goals of the organization. Strategic goals change, however, in
response to environmental factors. When this occurs, a change in the
direction of the organization may cause the program to be out of alignment
with the organization’s revised strategic objectives. In this case, the program
may be changed, put on hold, or cancelled regardless of how well it was
performing.
Environmental factors:
 Regulatory,
 Legislative,
 Cultural diversity
 Geographic diversity,
 Economy
 Resources
 Funding
 Industry
 Health, safety, and environment
 Business environment
 Market
 Supply base
 Growth
 Technology
 Risk
 Sustainability
 The business case assesses the program’s balance between costs
and benefits. The cost/benefit analysis should answer questions
such as how much will the program cost to implement, how much
work the program will contribute to the bottom line, and is the
program worth investing in terms of achievement of specific
business objectives. It includes tangible and intangible benefits.
The intangible benefits should be expressed in quantifiable terms
such as dollars gained or saved, hours saved, and gross margin
increase.

 Market knowledge in some programs is required to understand customer and end-

user expectations. Such knowledge is helpful in making the business case for a
program, because it provides information—such as market size, market
segmentation, and sales potential—that will increase the probability of program and
organizational success

 Programs are established to deliver benefits. A defined set of benefit reports or

metrics must be prepared and reported to the PMO, Governance Board, sponsors,
and other stakeholders to assess the overall health of the program to ensure
successful benefit delivery

 the program manager must ensure resources are released for other programs when
they are no longer needed on the current program.

 Because the PWBS reflects the total scope of the program, it encompasses all
benefits (products and services) to be delivered by the program, including the
deliverables produced by the components.

 After the benefit register is set up, it should be reviewed with key stakeholders to
develop the appropriate performance measures for each benefit. These key
performance indicators become part of the register for the program.

 Stakeholder metrics are included in the stakeholder engagement plan. Program

managers need to review metrics regularly to identify potential risks caused by lack
of stakeholder participation. Trends and root-cause analysis are used.
 The Initiate Program process helps to define the program’s scope and benefits
strategy in the charter before the program is officially authorized

 As the program manager, you are responsible for guiding the initiating activities and
facilitating developments of its outputs. This means you are responsible for business
case updates. In this situation, given the budget cuts, it is unlikely the agency will
pursue the program or if it does go forward, it will have a lower priority in the
portfolio.

 Influence is the ability to affect the beliefs, actions, and attitudes of other people
and useful in negotiating with stakeholders in Stakeholder Engagement. Influence is
part of negotiation skills

 Stakeholders should verify and approve the scope statement

 The payback period (management horizon) can be determined by dividing the initial
fixed investment in the program by the estimated annual net cash inflows

 Requests for change may be derived from any of the large number of elements
related to good practices in program management; however, the most significant
requests often relate to a desire to modify the program’ strategy, plan, or use of
resources

 Any Resources changes should be followed by roles and responsibilities matrix

update (accountability matrix) which is part of the resource plan.

 Any new component (scope addition) requires an initiation request with new
component BC justifying it’s need or updating existing program BC to be
reconfirmed after adding the new component benefits

 Human resources are most fundamental and important part of the

program and its performance. You should include key highlights
from any HR report available in the program performance
reviews meetings or phase-gate reviews with GB
 Developing the program’s budget involves compiling all available financial
information and listing all income and payment schedules in sufficient detail
so that the program’s costs can be tracked as part of the program budget
baseline

 All stakeholders should receive timely information about the program. When status
information, cost information, risk analysis, and other relevant information are
distributed, a best practice is to address the “what’s in it for me” question.

 A dashboard highlights and briefly describes or illustrates through the use of

colors—red (bad), yellow (warning), green (good)—the status of various aspects of
the program. It is simple and easy to interpret, making it a useful communication
tool at the executive level. Methods to represent status reports are dashboards,
memos, and presentations to stakeholders.

 A successful program manager must have a special blend of knowledge, skills, and
competencies. Leadership is required in working with the program management
team and functional managers; it is embedded in the job of the program manager
and occurs throughout the program

 In prioritizing benefits, items to consider include alignment with strategy, short-and

long-term expected results, expertise of the resources available, and the probability
of success.

 Changes in the assignment of program staff are reflected in an update to the

program resource plan prepared first as an output of the Resource Planning
activities

 In Program Financial Monitoring and Control, the program manager must be

proactive in identifying factors that create changes to the budget baseline Another
example of being proactive is to identify impacts from components from overruns or
under-runs. If a component is under-running its budget, the program manager may
be able to reallocate some funding elsewhere in the program. If the program is
overrunning, the program manager needs to determine the root cause and impact
on both the component and the overall program

 In many organizations, the program sponsor is the chairperson of the Governance

Board. The program sponsor role frequently is filled by an executive member of the
program governance board who has a senior role in directing the organization and
its investment decisions, and who is personally vested in ensuring the success of
 related organizational programs. In many organizations, the program sponsor acts as
the chairperson of the program governance board.

 Programs using public money are often complex, expensive, and of long duration.
The program manager needs to have a thorough understanding of the financial
environment

 Audits take time, and results must be documented. The program management team
is responsible for implementing required quality changes. As a result of the audit, a
quality assurance change request should be issued to implement the auditor’s
findings

 Competitive analysis or market analysis is useful to help identify organizational

benefits for the potential program. A well-developed business case will include a
certain level of analysis and comparison against real or imagined alternative efforts.
Such comparisons generate substantive debate with respect to the best solution

 Quality Management should be considered when defining all program management

activity and for every deliverable and service. It is recommended that a program
quality manager participate in planning activities such as resource management to
verify that quality activities and controls are applied and flow down to the
component subprograms and projects even if they are performed by contractors

 An effective program management information system (PMIS) is essential in

program management and program governance.

 It provides tools(manual and automated), mechanisms,

techniques ,processes, procedures ,databases and knowledge
repositories (lessons learned) to enable collection/store,
access, reporting, retrieve and analysis of information relevant
to the management of programs and projects within the
portfolio and to be used and communicated to Stakeholders
using the information distribution channels.
 It covers:
1. SW tools
2. Earned Value Management activities and tools
3. Configuration Management tools
4. Change Management tools
5. Risk database and analysis tools
 6. Document, data, and knowledge repositories,(lessons
learned)
7. Financial management systems
8. Requirements management activities and tools
9. Other activities and tools if required
10. help facilitate tracking program KPIs.

 The communications log or stakeholder engagement log is used throughout the

program to document program communications to the various program
stakeholders. (consists of meeting minutes, e-mails, reports and memos, presentations, etc
) This communications log complements the program communications management
plan.

 Benefit reviews can be conducted throughout the program. They enable the
program team among other things to review the effectiveness of the benefits
strategy and make changes to it based on lessons learned, inform stakeholders of
progress, identify further benefits to the program, assess overall performance to
date, and provide an opportunity to publicize the program and its success thus far.

 Resource leveling is a useful approach to show the impact on the schedule if the
resources are not available as planned. It is also a way to optimize the program
management plan and the resource plan by leveling the resource requirements in
order to gain efficiencies and maximize productivity/synergies among constituent
projects so resource leveling is tool for resource optimization

 Project managers’ performance is evaluated according to their ability to execute the

project according to the project plan. This approach is used to then maximize their
contribution to achieving program goals

 Monitoring and controlling activities are performed throughout the course of a

program by both the program and component management organizations

 Project Managers are chosen and assigned in the benefits delivery phase (execution
phase) after program management plan is approved by GB

 After BC is approved, if any initial issues or risks are mentioned in the question then
issue log and risk register should be developed before program charter development
as it’s already part of the charter.
 Each program should manage changes in accordance with the change management
plan. The purpose is to control scope, quality, schedule, cost, contracts, risks, and
rewards. (2S: Scope & Schedule, 2C: Cost & Contracts , 2R: Risks & Rewards and 1Q:
Quality)
 The purpose of the mission statement is to describe why the program is important
and why it exists. It is prepared by evaluating stakeholders’ concerns and
expectations in order to establish program direction

 Governance Board meetings are the most common method used to perform
governance oversight activities. Regularly scheduled review meetings with well-
planned agendas and documented decision records enhance the effectiveness of the
governance process

 Before closing a program, estimates may be needed to determine costs of sustaining

the program’s benefits. Residual activities may be required to oversee the ongoing
benefits.

 Resource prioritization is a key responsibility for the program manager, and resource
use across components must be optimized. A human resource plan (part of resource
plan) is useful to identify, document, and assign program roles and responsibilities
to individuals and group

 Internal programs such as enterprise-wide process improvement programs are

undertaken by organizations or operations as a catalyst for change . Once the area
to be addressed is understood and the stakeholders with whom communication
should be established are identified, a high-level approach or plan, often defined as
a program roadmap

 Program issues such as ones involving human resources, finance, technology, and
the schedule need to be identified. Then a course of action is selected consistent
with program scope, constraints, and objectives to achieve the program’s benefits

 Line (functional) managers typically assign resources to programs and projects. It is

important for the program manager to communicate personnel performance or
escalations to line managers so that it can be used as input for salary reviews, future
development, and so on.
  A regularly scheduled benefit report is essential in stakeholder communication in
terms of achieving the planned benefits. It also is helpful to ensure ownership of the
solution and benefits within the relevant business area, reduces the risk of
“optimistic” reporting from the program team, and enables benefits reports to be
available within regular management reports.

 Pgm Success criteria is documented in program plan , governance plan and Scope
statement.

 The vision statement in the program plan is used as the framework for the
iterative development of the program plan over time and acts as a constant
reminder of the objectives and intended benefits of the program.

 Goals can be both short term and long term, and represent achievement of
the program’s mission and vision.

 The program plan defines how and when the goals of the program will be
pursued within each of the program components and establishes meaningful
measures to monitor program performance and to track the accomplishment
of the program’s goals and objectives.

 The ultimate goal of the program plan is to ensure that the program remains
aligned with the organization’s strategy and that program components deliver
the expected benefits.

 The program plan also communicates how the pursuit of those goals will be
monitored and managed using Program Governance processes over the
duration of the program

Strategic Alignment

 Portfolios influence programs by its needs and one of such need

is for the program to meet schedule deadlines. Which become
constraints for the program
 The program roadmap can be a valuable tool for managing the execution of
the program and for assessing the program’s progress toward achieving its
expected benefits
 Internal programs serve as a catalyst for change. Participation across the various
business units is desirable so that resources can be shared
 A disadvantage to roadmap that developing and updating it requires discipline that
many organizations lack to keep its information current and relevant.
 To achieve program goals and benefits, you will prepare Vision
Statement to start with to set higher level program direction
(long-term direction). It’s framework for the iterative
development of the program plan over time and acts as a constant
reminder of the objectives and intended benefits of the program.
 Programs are lengthier and complex compared to projects. Which
means program can't be planned with 100% accuracy. Strategies
and plans may change along the way as the program progresses.
Program manager should seek out for strategic opportunities for
any change and plan to exploit such opportunities in favor of
program
 Before project can even come in picture, program itself needs to
be started as a first prerequisite, so Program BC should be
approved first
 Program's expected benefits should be the most important criteria
for governance board to approve the program (not costs or risks)
 It’s preferred to update BC for approval incase of new scope
addition (new benefits) or initiate new component BC for GB ( if
option is available in the choices) , but if any changes needed on
existing scope then you can raise Change request and per the
change management activity
 measurable goals, funds allocation measures, vision and
objectives is closer choice of elements included in portfolio
strategic plan
 There are many reasons why a business case should be prepared, and its primary
reason is to answer the following critical question: “How will this program help our
company meet its business and strategic goals?” With a business case, all crucial
information for the program is included. It then is used to assess the feasibility of
 investing in the program based on cost, benefit, and business risk and once
prepared can provide the vision to guide program planning and execution
 SWOT analysis is type of environmental analysis that provides
information for development of Program Charter and Program
Plan.
 Benefits register is the primary artifact that contains program
benefits and all benefits related information. (ECO pg7 T6) so
sent to team members to learn program benefits and related
information but Program Charter and business case may contain
very high level of the program benefits. Which gets refined
further through program preparation phase and captured its
iterative statuses in Benefits register.
 Resources are always scarce in most organizations. You should
collaborate with other program manager in order to make best use
of available resources. Understand his schedule and plan your
schedule accordingly so that both programs get best of the
resources through established synergy. (ECO pg6 T10) so Before
escalating resources issues between programs or simply passing
the issue to governance board, you should use your leadership
skills and try to resolve the issue yourself
 Once the area to be addressed is understood and the stakeholders
with whom communication should be established are identified, a
high-level approach or plan, often defined as a program roadmap
is developed. This plan demonstrates that the program manager
clearly understands the stimuli that triggered the program, the
program objectives, and how the objectives align with the
organization.
 When BC is approved, you should share such info with identified
SHs before developing the Pgm Charter
 Reducing risk is essential as a business case driver for financial control and
compliance with external requirements such as corporate reporting and mandatory
audits
  business case is the first document that covers at least high level
expected program benefits
 BCs for different programs maybe approved by committee
steering based on the following :
 Scoring Models -> Assigning points for each benefit and choosing the program with the
highest points
 Shorter Payback period  program which will produce benefits and investment faster
than others
 Economic model  program which will achieve benefits with lowest cost
 Positive and highest net present value NPV
 Benefits cost ratio >1
 Positive cash flow
 Higher internal rate of return (IRR)
 Higher return of investment (rate of return) ROI
 Business and high-level requirements need to be developed, documented, and
delivered. As the business case Is prepared, the high-level requirements must be
determined before moving forward as part of this initial program assessment
 most likely portfolio manager would have set a criteria for the
program to reduce the overall costs and program manager to obey
it
 Environmental analysis is used to assess the validity of the business case , program
plan and roadmap
Task Explanation
Perform initial assessment to define pgm objectives, At the beginning , Pgm manager should collect all needed info
requirements and risk to ensure alignment with (objectives and requirements) through feasibility studies about the
ograniz. Strategic plan, objectives, risks ,priorities, program from the mandate , customer , etc… to ensure full
vision and mission statement understanding and alignment with org. plan, vision, mission
statement and priorities
Define a high-level roadmap with preliminary Pgm manager should show some key milestones for the committee ,
estimates and milestones to gain initial approval so high-level roadmap should be prepared with initial info. ( it’s very
from the executive sponsor , it will be the useful especially for programs with will last for years)
framework used as baseline for pgm definition,
planning and execution
Define Program Mission Statement by evaluating High-level Pgm plan should be prepared after BC to show the whole
SHs expectations and concerns to establish the pgm pgm direction so pgm mission statement should created
direction
Evaluate the Organization capability by consulting Identify the key SHs and check their readiness and their support for
the org. leaders to develop, validate and assess the the pgm (initial SH analysis)
pgm objectives, priorities, feasibility , readiness and
alignment with org. strategic plan
Identify the org. benefits for the potential program Define Initial benefits register with corresponding initial BRP and first
using research methods like market analysis and version of program scope statement
high-level cost benefit analysis to develop the initial
BRP and preliminary pgm scope statement
Estimate high-level financial and non-financial pgm Secure pgm funding through showing benefits versus cost in the BC
benefits to secure/authorize funding and drive
prioritizing of projects in the program
Evaluate Pgm objectives versus : regulatory, legal, Doing some environmental analysis ( Feasibility studies, comparative
ethical concerns, sustainability, social impact, advantage “what-if” , assumption analysis , SWOT assumption
culture considerations and political climate to analysis and historical info) to evaluate the environmental factors
ensure SH alignment and program deliverability that may impact pgm design, selection, funding and management
Identify and evaluate integration opportunities and BC must include resources requirements as it’s a very important
needs (Human resources and human capital factor for the committee to decide which programs to choose
requirements , skill sets, facilities , finance , assets ,
processes and systems) within pgm and operational
activities in order to align and integrate benefits
across the origination
Exploit strategic opportunities for change in order to Throughout the pgm , pgm manager should look for any change as
maximize the benefits realization an opportunity for better benefits

Initiation

 Don’t forget Pgm charter includes:

o Outcomes :Initial Benefits register with initial BRP
(benefits strategy)
o Initial SH register with initial SH engagement plan and
communication plan draft (SH consideration)
o Initial Risk Register with initial risk management and risk
response plans
o Initial schedule master schedule (timeline)(high-level
Milestone plan)
o Components high-level plans
o Vision
o Justification (Mission statement)
o Assumptions and constraints
o Preferred governance structure (recommended members)
o Scope ( high level scope statement)
o Needed resources ( cost and resource needs)
 If the program is not authorized, the event should be recorded n
the program charter and stored in lessons learned.
Task Explanation
Develop Pgm Charter using inputs from all SHs Since BC approved, now we need to get the pgm charter approved
including sponsor to initiate and design program
and benefits
Translate the objectives into high-level scope To create the Pgm High-level scope statement and high level PWBS
statement by negotiating with SHs including sponsor
to create the pgm scope description
Develop high-level milestone plan using the pgm To create high-level milestone plan ( roadmap with more details)
goals , objectives and any available historical info or
other resources (scope statements, WBS and BRP)
to align with SHs expectations including sponsors
Define accountability Matrix to define and assign Create accountability matrix for program roles to help in the
program roles and responsibilities in order to build planning
the core team and differentiate between the
program and project resources
Define standard measurement criteria across the To agree with SHs on projects measurement criteria
projects by analyzing SHs expectations and
requirements to monitor and control the pgm
Conduct Kick-off meeting to get the buy-in and To start working on planning
formalize the program

Life Cycle

 Roadmap captures component start and end dates (milestones).

Also graphically showing the chronological order of the
components
 To avoid resource clashes in case of multiple components
demanding same resources during same period, resource
interdependency should be coordinated and managed well by the
program management. (SPM v3 pg95)
Scope Identification tools
Collect requirements through:

Interviews : one to one meetings

Focus groups are another way to get a group of people to discuss their needs with you
Facilitated workshops are more structured group conversations where a moderator leads the
group through brainstorming requirements together. In facilitated workshops, misunderstandings and issues
can get reconciled all at once because all of the stakeholders are working together to define the
requirements.

Questionnaires to get requirements from a bigger group of people

Affinity diagrams:
are great when you have a lot of ideas and you need to group them so you can do something with them. A
lot of people make affinity diagrams using Postit notes on walls ..
The nominal group technique is a form of brainstorming where you write down the ideas as
you find them and have the group vote on which ones they like the best. You then use the votes to rank all
of the ideas and separate the ones that aren’t important from the ones you want to delve into deeper.
Brainstorming is one of the most commonly used ways of collecting requirements. Whenever you sit
a group of people down to think of new ideas, you’re brainstorming.
Benchmarking is a way of comparing the processes and practices used in building your software with
the practices and processes in other organizations so you can figure out the best ideas for improvement .
Context diagrams help your team show the way all of the processes and features in your product
scope relate to each other. It’s a picture of the scope of your product that shows how users will interact with
it.
Document analysis is a way of collecting requirements by reading through all of the existing
documents for your product
Idea/mind maps are a good way to visualize the way your ideas relate to each other. When you’ve
finished working through an idea, it sometimes helps to create a map of how you got there and show which
ideas can be grouped together
The Delphi technique is a way of letting everyone in the group give their thoughts about
what should be in the product while keeping them anonymous
Program Scope Statement includes:
 Program Scope (user stories and work to achieve the benefits)
 Components descriptions
 Benefits
 Objectives, deliverables and the final outcomes
 Assumptions and constrains
 Program Acceptance(exit) criteria and success criteria
 Intent, and reason for pursuing a program (Mission) by documenting
what will be accomplished by the program.
  Basis for future program decisions and describes the scope
boundaries of the program.
 It ensures the context and framework of the program are defined,
assessed, and documented.
 It defines the direction to be taken in the program and the specific
aspects to be accomplished.
 It is an iterative document that can be further refined as the program
progresses through the life cycle.
 Program stakeholders should verify and approve the program scope
statement
 what program will produce and what it will not.
 What resources will you need

 PWBS:
 Deliverable-oriented hierarchical decomposition encompassing the total
scope of the program
 Includes the deliverables to be produced by the constituent components.
 Elements not in the program work breakdown structure are outside the scope
of the program.
 includes, but is not limited to, program management artifacts such as plans,
procedures, standards, processes, major program milestones, program
management deliverables (activities associated with stakeholder
engagement, program level management and component oversight and
integration), and program management office support deliverables.
 provides an overview of the program and shows how each component
contributes to the objectives of the program.
 Decomposition stops at the level of control required by the program manager
(typically to the first one or two levels of a component project).
 Framework for developing the program schedule
 Defines the program manager’s management control points.
 Essential tool for building realistic schedules, developing cost estimates, and
organizing work.
 Provides the framework for reporting, tracking, and controlling.
 The 100% rule states that the PWBS includes 100% of the work defined by
the program and components scope

 Once the scope is developed, a plan for managing, documenting,

and communicating scope changes should be developed during
the program definition phase. Which means scope management
plan here is after scope statement and PWBS development
 Scope control is done via variance analysis ( compare change to
be done on program by the work included in the program scope
statement)
  Component project managers should raise a change request to
Program Manager (acting as components governance) incase of
any scope change

Bad scope changes:

Scope creep (change leading to new change)

This happens when you think you know the impact of a change so you go
ahead, but it turns out that that change leads to another one, and since you
are already making the first change, you go with the next. Then another
change comes up, and another, and another, until it’s hard to tell what the
scope of the project is.

Gold plating (change without checking impact)

Sometimes people think of a really great improvement to the product and
go ahead and make it without even checking the impact. (consume the
remaining budget.)
 Program Schedule Management
 Determines the order and timing of the components(Projects and non-
projects work) needed to produce the program benefits,
 Estimates the amount of time required to accomplish each Benefit
(component schedules)
 Identifies significant milestones during the performance of the program, and
documents the outcome.
 the roadmap for the program, and the milestones to be measured to keep the
overall program on track and within the defined constraints
 Often, a high-level program master schedule that lays out the benefits and
major outputs from each of the components is developed early in the program
(start/end dates of components) Individual component project managers
build detailed schedules for their projects. Once the high-level program
master schedule is determined, the dates for each individual component are
identified and used to develop the component’s schedule
 the program manager concentrates on the integration of each component
project into the program master schedule and on the timely delivery of the
program level components.
 dates act as a constraint at the component level
 The program roadmap should periodically be assessed and updated to
ensure alignment between the program roadmap and the program master
schedule. Changes in the program master schedule might require changes in
the program roadmap, and changes in the program roadmap should be
reflected in the program master schedule.
 Program Master Schedule
 Individual components schedule, timing, order, Milestones and
dependencies , enables the program manager to determine when benefits
will be delivered by the program, and identifies external dependencies to the
program
 non-projects activities Schedules like SH Engagement , program-level risk
mitigation, and program level review
 Program schedule risk inputs are identified as part of the program master
schedule development and should be incorporated into the program risk
register. These risks may be a result of component dependencies within the
schedule or on external factors identified as a result of the agreed program
schedule management plan.

 Program Schedule Management Plan

 Program schedule planning begins with the scope management plan and the
program work breakdown structure whereby the program components that
produce the program benefits are identified.
 The program’s delivery date and major milestones are developed using the
program roadmap and the program charter
.
 Program schedule constraints: This section describes constraints, both
internal and external, that may affect the program schedule. Examples
include funding, resource availability, technical considerations, contracts,
predetermined milestones, environmental issues, other external
dependencies, and other factors in the program environment.
 Program schedule standards: This section describes the standards
applicable to the program such as data formatting, versioning, the
methodology to use, performance thresholds, and the content of
presentations and reports.
 Schedule management software: This section states the schedule
management software to be used in the program, as it helps to manage and
control the schedule throughout the program life cycle. The software tool to
be used should be appropriate to the scope and complexity of the program.
 Program funding schedule: This section describes the funding schedule for
the program’s revenue and expenses. Money payable to contractors or for
other program expenses,
 Delivery of incremental benefits identifies the agreed-upon sequence of
component deliverables to facilitate effective planning of the individual
component deliveries
 Schedule tracking and monitoring methods: This section describes the
methods to use to track and monitor schedule performance according to the
master program schedule.
 Schedule metrics: This section describes how schedule progress is to be
measured in the program. For example, if the schedule is behind by 10%,
 does this mean the overall schedule is red, yellow, or green? This section
describes what will be measured and how status will be reported against
these metrics
 provides the program manager with a mechanism to identify risks and
escalate component issues that may affect the program goals

Schedule estimation tools :

 Expert Judgment
 Parametric estimating: plugging data about your project into a
formula, spreadsheet,database, or computer program that comes
up with an estimate.
 Analogous estimating: when you look at activities from previous
projects that were similar to this one and look at how long it took
to do similar work before. But this only works if the activities
and the project team are similar!
 Three-point estimates : when you come up with three numbers: a
most likely estimate that probably will happen, an optimistic one
that represents the best-case scenario, and a pessimistic one that
represents the worst-case scenario. The final estimate is the
average
 in the exam if definitive estimate is provided then it will be the
answe.
 Reserve analysis : adding extra time to the cost (called a
contingency reserve or a buffer) to account for extra risk.
Group decision techniques: help the team decide on the best
estimates for the activities they’ve defined

 Schedule control involves identifying not only slippages but also

opportunities and should be used for proper risk management.
Program schedule risks should be tracked as part of the risk
management activity.
 Schedule compression tools :
 Schedule crashing can speed up schedule but for sure increase costs
, then CPI<1 & SPI >1
 : doing some activities in the same time but
Schedule fast-tracking
this may need to redo the work again if anything goes wrong
 PERT Analysis is used incase of uncertainty (P+4M+O)/6
 In schedule planning , development of Pgm master schedule
leads to inputs to Pgm risk register and Pgm roadmap update
while Monitoring Pgm Master schedule will lead to update in
pgm risk register as well as pgm roadmap update
 No matter what you say, governance board will only be able to
approve the program closure if program closure conditions have
satisfactorily met. These conditions are captured in program plan
and program charter (SPM Ed3 pg61 6.2.13, ECO pg11 T33)
 You should start with program work breakdown structure
packages and identify timings and orders of each of the work
packages. (SPM v3 pg100 - 102)
 scope statement clarifies program's expectations, limitations,
impact and scope
 Component planning includes the activities needed to integrate the
component into the program to position each component for successful
execution. These activities involve formalizing the scope of the work to be
accomplished by the component and identifying the deliverables that will
satisfy the program’s goals and benefits (usually through new BC)
 program management plan, program charter and roadmap document the
intended direction and benefits of the program
 In Program Preparation, which ends when the program management plan is
reviewed and approved, the program organization is deployed
 The program master schedule should be reviewed to assess the impact of
component changes such as missing a key milestones on the other components and
on the program itself, There may be a need to accelerate or decelerate components
in the schedule to meet goals
 There are always some similar clashes of resource demands
amonst program components. This is due to interdependencies.
As a program manager you should apply resource levelling and
smoothing techniques to the master schedule to avoid any such
clash amonst those components. (ECO pg9 T10)
 The monitoring of the project level risks should be done by the project manager. The
program manager should step in only when a risk gets escalated or crosses a
threshold.
 As part of knowledge transition activities, you should share
lessons learned with all team members more likely during a
meeting. And if new lessons learned are made aware during this
meeting then they should be added to the final program report.
(SPM Ed3 pg88)
 Lessons learned are not signed off by stakeholders and Final
reports don't need to go through acceptance
 Project Managers should focus on project management plans. But
should be open minded to update their plans based on program
management requirements and guidelines
 as a program manager, you should make sure that the expected
elements of the program benefits are produced and delivered by
the component. This is the verification you should get checked
first before any component closure approval can be sought
 Your program is out of control in terms of issues and risks being
triggered, so you should establish key performance indicators
(KPIs). KPIs will help you accurately monitor and align certain
areas of the program and keep the performance up to the mark
 Source of the program finance should be considered before the
financing methods can be finalized
 Programs are uncertain and program planning is an iterative
process. As program progresses, more clarity is revealed and
program implementation is aligned accordingly to achieve
optimized expected program benefits.
 Program plan is not revisited on regular defined intervals. It is
updated as and when required.
 Success of the program doesn't lie in how regularly program plan
is updated. Program can also be successful without any change in
program plan.
 Program plan doesn't go through "what-if" guess scenarios.
 Program architecture captures all the components and their
relationships. It gets updated each time a new component
initiation request gets approved. (SPM Ed3 pg39 4.2.2, ECO
pg10 T17) When component gets closed or terminated,
architecture is not required to be changed
 Project managers need processes, policies and guidelines to
follow for common approach and consistency. This is how they
can work in coordination in mutual interdependent presence of
other projects
 Contract Close-out reports must be checked before closing the
contracts
 The program manager maintains visibility in Program Procurement Administration
to ensure the program budget is being spent properly to deliver benefits. An output
is the use of performance/earned value reports to assist in this role
 force majeure. This is a kind of clause that you’ll see in a contract. It says that if
something like a war, riot, or natural disaster happens, you’re excused from the
terms of the contract
 The point of total assumption is the point at which the seller assumes the costs. In
a fixedprice contract, this is the point where the costs have gotten so large that the
seller basically runs out of money from the contract and has to start paying the costs
 The program approach defines how the program will deliver its goals and benefits; a
common approach can lead to repeatable program success
 Program and its component interact with each other in iterative and cyclical
way
 A program financial framework is developed early in the definition phase and
serves as the high-level initial plan for :
 coordinating available funding,
 determining constraints, and
 Determining how the money is paid out.
 Describing the program funding flows so that the money is spent as
efficiently as possible.
 As the program financial framework is developed and analyzed, changes may
be identified that impact the original business case justifying the program.
Based on these changes, the business case is revised with full involvement of
the decision makers
  Total cost of ownership costs during cost estimation in the beginning of the
program before submitting the BC are considered to be relative to the
expected benefit of one program against another to derive a funding decision

Program Cost Estimation tools:

 Weight or Probability : Based on work complexity and risk to
derive a confidence factor to determine potential range of
program costs
 Expert Judgment
 Parametric estimating: plugging data about your project into a
formula, spreadsheet,database, or computer program that comes
up with an estimate.
 Analogous estimating: when you look at activities from previous
projects that were similar to this one and look at how long it took
to do similar work before. But this only works if the activities
and the project team are similar!
 Three-point estimates : when you come up with three numbers: a
most likely estimate that probably will happen, an optimistic one
that represents the best-case scenario, and a pessimistic one that
represents the worst-case scenario. The final estimate is the
average
 Reserve analysis : adding extra time to the cost (called a
contingency reserve or a buffer) to account for extra risk.
 Group decision techniques: help the team decide on the best
estimates for the activities they’ve defined.
 It is important to develop financial metrics by which the program’s benefits are
measured. This is usually a challenge as cause-effect relationships are often
difficult to establish in an endeavor the size and length of a program. One of
the tasks of the program team and governing board will be to establish and
validate these financial performance indicators
 As changes to cost, schedule, and scope occur throughout the duration of the
program, financial metrics are measured against the initial metrics used to
approve the program. Decisions to continue the program, to cancel it, or to
modify it are based, in part, on the results of these financial measures.
  In initial program financial plan , it covers:
 Initial budget baseline ( with no component confirmed budgets, only
initial figures)
 Initial program funding schedules (payments)
 Initial component payment schedules
 Financial metrics
 Operational costs
 Then after getting more info about component costs in delivery phase we can
now have the program budget baseline by adding all financial info we have ,
so outputs will be :
 Final budget baseline
 Update program schedule payments and component payments
schedule
 Responsibility Assignment Matrix helps understand who will be
taking care of what work package.
 Residual activities are the sustainment activities required to
oversee the ongoing benefits.
 As a program manager your focus should be on standardizing and
defining methodology and systems for data and information
exchange while creating PMIS
 Environmental changes are critical, because they can affect the program financial
management activities. It is necessary for the program’s finances and expenditures
to be within budget and controlled; these environmental changes could create
changes to the budget baseline
 The program work breakdown structure (PWBS) formalizes the program scope in
terms of deliverables and the work that must be done. It then is used to build
realistic schedules, develop cost estimates, and organize the work.
 Resource availability should be part of the program resource plan

Artifact
Resource Management Plan
Description
 A document which describes program resource
requirements (human and non-human) needed to support
the program , their volume and durations to support the
program .

resources can be :
1. office space, laboratories, other facilities, equipment of all
types, software of all types, vehicles, office supplies,
personnel, etc
2. human resources, this includes the roles, responsibilities
and necessary competencies, skills, experience,
capabilities. reporting relationships of personnel assigned
  It includes methods to monitor and track resource use.
 subsidiary plan of the program management plan.
 addresses resource use at the program level, not at the
individual component level
 it describes the resource prioritization: This focuses on
scarce resources and the priority for use at the program
and component level of these scarce resources. It
describes the approaches the program manager will use
in resource prioritization

Program Human Resource Consists of three items:

Management Plan (doesn’t
replace each component  Program RACI/accountability matrix (Roles &
project HR plan) Responsibilities) : Lists each role on the program that
needs to be filled

 Program Organization chart: Shows the reporting

structure of the resources assigned to the program (
Program team and Component managers)

 The Program staffing management plan : describes the

timetable (Human resource calendar) for staff
acquisition and release from the program, plans for
recognition and rewards, compliance considerations,
and safety issues

 risk avoidance should be considered as a further benefit as in many instances risk

avoidance can be the main driver for a change
 The status report, financial report, and resource deviation report are examples of
reports submitted to the Governance Board to assist the Board members in their
ability to monitor program progress and strengthen the organization’s ability to
assess status and conformance with organizational controls.

 A 360-degree feedback analysis is an excellent mechanism to look broadly at a

person’s management, leadership, and interpersonal skills. It can provide an
excellent foundation for future development as well as providing key insights by the
people that work with her on a daily basis.
 Preparation of sustainment plans should be part of the program
scope, although implementation of the sustainment plans should
be outside the scope for program
  For projects, no program management information system need
to be planned by the program manager
Risks

 Risks are:
 Internal (Components interactions, technical
complexity and constrains{cost/schedule})
 External (Environment)(market factors)
 It is essential to define risk profiles of organizations to construct the most
suitable approach to managing program risks, adjusting risk sensitivity, and
monitoring risk criticality.
 Risk targets and risk thresholds influence the program management plan
 The culture of the organization and stakeholders also play a role in shaping
the approach to risk management.
 Risk Management plan includes:
o Risk Profiles
o Risk Targets
o Risk Thresholds
o Organization and SHs culture
o Roles and Responsibility (resources & time)
o Cost and Schedule contingency
o Risks evaluation criteria
o Risk Approach
o Lessons learned from executing similar programs in the past are also
critical assets to be reviewed as a component of establishing an
effective risk management plan
o Predefined organizational standards for risk management (risk
categories, common definition of concepts and terms, risk statement
formats, standard templates, roles and responsibilities, and authority
levels for decision making.
 Initial risk management plan was developed in the initiation sub-phase to be
part of the program charter
 Risk Management activities are very important especially in benefits delivery
phase where most of the activities are done starting from risk identification till
risk monitoring

Tools to identify risks

  Interviews
 Delphi technique  one of the best tools
 Brainstorming : Brainstorming sessions always have a facilitator to lead the team and
help turn their ideas into a list of risks
 Root-cause identification (Diagramming techniques (same as
quality controls tools) : fishbone and ishikawa  keyword is root
cause
 Flowcharts
 Assumption analysis : analyze initial assumptions done in the
program definition
 Forecasting
 SWOT analysis
 Lesson learned (risk statements templates)
 Expert judgment
 Documentation reviews
 Checklists analysis

Risk Analysis
 produces the best information supporting the contingency reserve and
management reserve that should be set aside to deal with risks that
actually occur
 Management reserve can be used to mitigate un-identified risks
 One essential difference between programs and projects is the time scale;
project level risks should be dealt with within a relatively short time frame
(i.e., at the end of a phase or a project), while program risks may be
applicable at a point in the potentially distant future.
Risk Analysis Tools
Qualitative Analysis (Ranking risks and grouping them)
Qualitative analysis is where you take the categories in your risk plan and assign them to each
of the risks that you’ve identified.

 Risk categorization
 Expert Judgment
 Probability and impact matrix
  Risk urgency assessment is checking out how soon you’re going to need to take care of a
particular risk. If a risk is going to happen soon, you’d better have a plan for how to deal with it
soon, too.

Quantitative Analysis (Impact by Numbers on Cost, Schedule,etc..)

Quantitative analysis focuses on gathering numbers to help evaluate risks and making the best
decisions about how to handle them.
 Interviewing
 Probability distribution
 Expert Judgement
 Sensitivity analysis (Tornado Diagram): is all about looking at the effect one variable might
have if you could completely isolate it.
 Expected monetary value analysis (Decision tree) EMV = PROB * IMPACT . It focuses on
adding up all of the costs of decisions being made on a project so that you can see the
overall value of risk responses.
To calculate EMV, be sure to treat all negative risks as negative numbers and all
opportunities as positive ones. Then add up all of the numbers on your decision tree

 Modeling and simulation.(Monte-Carlo) keyword is probabilities (model out random data

using software)

Risk Responses :

For positive risks (opportunities)

 Exploit
This is when you do everything you can to make sure that you take advantage of an opportunity. You could
assign your best resources to it. Or you could allocate more than enough funds to be sure that you get the
most out of it.
 Share
Sometimes it’s harder to take advantage of an opportunity on your own. Then you might call in another
company to share in it with you.
2
 Enhance
This is when you try to make the opportunity more probable by influencing its triggers. If getting a picture
of a rare bird is important, then you might bring more food that it’s attracted to.
 3 Accept
Just like accepting a negative risk, sometimes an opportunity just falls in your lap. The best thing to do in
that case is to just accept it!

For negative risks (threats)

 Avoid
The best thing that you can do with a risk is avoid it—if you can prevent it from happening, it definitely
won’t hurt your project

 Mitigate
If you can’t avoid the risk, you can mitigate it. This means taking some sort of action that will cause it to do
as little damage to your project as possible. (Contingency reserve to be used)

 Transfer
One effective way to deal with a risk is to pay someone else to accept it for you. The most common way to
do this is to buy insurance.
  Accept
When you can’t avoid, mitigate, or transfer a risk, then you have to accept it. But even when you accept a
risk, at least you’ve looked at the alternatives and you know what will happen if it occurs. (Contingency
reserve to be used)

After Planning Risk response , then when applying any risk response we have the
following possible results:

 Fallback plans for use as a response to a risk that has occurred, and the
primary response proves to be inadequate;
 Residual risks that are expected to remain after planned responses have
been taken, as well as those that have been deliberately accepted; and
 Secondary risks that arise as a direct outcome of implementing a risk
response.

 Intermittent and partial program fundings affect programs for

how the costs get budgeted. In other words, cash outflow of costs
should be carefully planned in balance of the cash inflow of
funds and hence budget prepared accordingly
 Intermittent and partial program fundings don't necessarily affect
how program benefits will be generated nor does it affect how
program expenses get forecasted.
 A component has missed to implement some of its scope and it is
still not closed. So that component should be managed further to
fulfill its interdependency and complete its full scope
 setting tolerance limits. Basically you can take care of the change
requests at program level up to a tolerance limit and want
component managers to take care of the rest, narrow tolerance
limit means that Program manager will receive a lot of issues
from project managers.
 You are really struggling with establishing a robust program
work breakdown structure. You have assumed almost everything
so far. It is correct that this way program work breakdown
structure will misguide the program and invalidate the program
down the line. Best would be to get component work breakdown
structures developed based on defined deliverables and prepare a
 program work breakdown structure with such bottom-up
approach
 Since the program is in Initiation phase after the issuance of the
program mandate, only people really working on the program
right now are you (program manager) and the program sponsor.
All remaining stakeholders are engaged either by you or the
sponsor to take their help and they will provide support
 Identifying impacts to the components from overruns or under-runs is a proactive
financial monitoring approach
 As a program manager you should make sure that the contract
management processes guidelines are clearly defined in the
contracts management plan
 The contracts management plan :
 Describes the process that will be followed to administer
each of the program-level contracts to ensure that
deliverables meet requirements concerning cost, schedule,
and quality.
 Builds on the procurement management plan, which is
developed earlier in the program. once the contracts
management plan is approved, it can become an appendix
to the procurement management plan.
 It is an iterative document and should be reviewed
periodically by the program management team, especially
as contracts are closed, and new contracts are awarded to
see if changes are warranted.
 This plan covers the contract administration activities
throughout the life of the contract
 If contract agreements involve insurance or services to
protect the program, the relative parties’ responsibilities
regarding potential risks must be documented and
incorporated into contracts and program files as per the
contract management plan
  Variance analysis in delivery and closure phase as per the ECO

Delivery Closure
Comparing Actual and forecast Comparing Final Values with
trends with planned values to planned values to determine
identify corrective actions or program performance for:
opportunities for :  Cost
 Cost  Schedule
 Schedule  Quality
 Quality  Scope
 Risks  Resource

 Program Procurement performance review is part of program

procurement administration, which should be conducted as per
program's contract management plan (has contracts monitoring
tools and processes )
 Contracts close-out reports are generated before contract closure
to confirm everything is fine for the contract and can be closed
 Resource prioritization involves human resource planning to identify,
document, and assign program roles and responsibilities to individuals or
groups
 Resource needs change(fluctuations) are similar to the economics of supply
and demand
  Program manager should work to ensure that the resources
interdependencies do not cause delay in benefits delivery. This is achieved
by carefully
 Controlling the schedule for scarce resource during PWBS creation
 Ensuring resources are released for other programs when they are no
longer necessary for the current program via accounting for the timed
use of interdependent resources when developing a schedule for
scarce program resources with component managers
 Required competences and skills identified, roles and
responsibilities documented and ongoing resource gaps
addressed. In other words, program resources are key measures
through which program's success can be predicted
 Regardless of the cause for program termination, closure procedures should
be implemented

Program Communication Plan Communication Strategy Communication Log

Describes the process of determining
the information and communications
needs of the program stakeholders
and states which stakeholders need
what information, to what granularity,
when they need it, how it will be given
to them, and by whom.
Covers:
 Stakeholder communications
requirements: This section
builds on the stakeholder
engagement plan as it
describes the communications
requirements of the program
stakeholders
 Information to be
communicated: This section
describes the information to
be communicated, including
language, format, content, and
level of detail. As with many
plan elements,
 Program team member
responsibilities: This section
states which program team
member is primarily
responsible for the
communications requirements
of each of the program
 Ensures that stakeholders It consists of meeting
receive the information minutes, e-mails,
they need about the reports and memos,
program used throughout presentations,
the duration of the participants names,
program (it is used as a etc..
quick reference to ensure It is usually
that the appropriate
implemented in a Web
message is delivered to
portal or perhaps a
the correct audience)
 This communication database in a table
strategy should be design
updated regularly as
audiences and messages
change throughout the
course of a program , so
to keep communications
up to date pgm manager
should develop
communication strategy
Example to understand
communications strategy need: In
a program, Board members
receive weekly status report.
Sponsor may need such reports to
stay current on program activities
and assist you with any issues that
need resolution. Your customer
also may request monthly
meetings and a weekly
 stakeholders. teleconference ….. so this means
 People to receive the a lot of requests (already
information: This section
documented in SH register
describes the specific people or
organizational units that will and will be shared as per the
receive each type of information distribution
information that will be activity), but Program
communicated. Manager may forget or get
 Methods or technologies to
lost due to all of these
use to convey
requirements, here comes the
 Frequency of information to
be provided: This section communication strategy main
describes the frequency of purpose
information to be provided to
each of the program
stakeholders. Some
stakeholders will require
information on a daily basis,
while others may only need
program information before a
stage gate review of the
Governance Board.
 Escalation process for
communications issues: This
section describes how
communications issues will be
escalated from project
managers or program team
members to the program
manager or from the program
manager to the sponsor or to
the Governance Board

 Basically a change request to initiate a new project got rejected

by the board. Governance board would have checked if the new
project and its deliverables clearly align with organization's
strategic objectives. If they don’t then that is the primary reason
why board would have rejected the project initiation request.
(ECO pg11 T29)
 Also GB may reject new project initiation if it doesn’t have a BC
 Program Manager is the Component sponsor by default unless
anything else is mentioned.
 Earned value management status should be used with Budget At
Completion and Estimate At Completion values (BAC & EAC)
 If you are Program manager I an orginzation which already
worked in program management filed, then a good procurement
option available to you is to leverage on organizational
procurement guidelines and standards.
 Programs are not always included in portfolios components.
Portfolios may include another portfolios as sub-portfolio.
Projects are not always included to be a component of portfolio.
And can include other work
 As a program manager, best way to deal with issues is by
establishing issue management processes. So that component
managers and program team know how to act on certain issues.
What level of issues can be resolved by whom, escalated to
whom, recording where and how issue statuses are maintained till
they are resolved. (PgMP ECO pg11)
 Program Manager should handle program level issues by
selecting course of action consistent with program ( Scope,
constraints and objectives)
 Program is completed and program management is compiling the
final reports. You should get program's documentation archival
plan included in final reports. This is important because, once
program is closed, upper management and future programs and
portfolios can take benefit of the current program overview by
going through the program documentation
 Bottom one or two level of Program Work Breakdown structure
may represent program component scope. Keeping that in mind,
you realize that you don't have to continue breaking down further
beyond that level in most cases
 overall review of the program’s benefits with the Governance Board during the
program closure phase
 In order to ask governance board to approve new component
initiation, you will need a change request raised with component
BC
 Use of the PMIS to assist in early identification of resource issues
as well as on-going resource allocation activity
 Lessons learned:
 are a compilation of knowledge gained and acquired from executing similar
and relevant programs in the past, or it may reside in public domain
databases
 Covered in program knowledge management which is covered in the PMIS
 By organizing program knowledge for use as a reference, the program
manager ensures that important program information and documentation is
easily , readily accessible and available to all those who need it existing or
future program to facilitate continuous learning and avoid pitfalls encountered
in other programs
 Reviewed when developing an effective communications management plan.
 The lessons learned database is updated at the completion of components as
well as at the end of the program
 Includes program charter rejection event
 updated in procurement closure
 updated in financial closure
 used to determine resources required for similar projects/programs
 Reviewed when establishing an effective risk management plan.
 Documented in risk monitoring (output of risk monitoring)
 Assessed as a consequence of performance of the component in transition
as part of the governance review for the transition/closure request
 Output of information distribution activity
 Collected and information sessions organized with key SHs throughout the
program BUT compiled and archived at each component closure as well as
program closure

 Implementing and managing program successfully is program

manager's responsibility. Resolving any issues that may have
impact on program benefits is part of this responsibility.
Component managers were responsible to escalate those issues
that they can't resolve. Which they did. Program Management
Team's responsibility is to support program manager in
successful management and implementation of the program.
Governance Board's responsibility is to support program in
ensuring that the program is successful in achieving
 organization's strategic goals. They can support resolving the
issues. But Program manager is overall responsible if issues don't
get resolved. Program manager in that sense owns those issues.
 Since qualified seller's list is already available from parent
organization, you can use it when issue invitation for bids or
request for quotes or proposals to further evaluate contractors
 Upon receiving scope change requests, best approach is to
perform impact analysis workshops with the team to understand
how much the new scope addition to the program will impact the
current implementation and existing program objectives. This can
then help analyze the scope change further
 Team members tend to be more motivated when they are working
on projects or in roles in which they have strong interest.
Therefore, a program manager should always consider someone’s
personal interest or desires when making assignments
 Use of contractors is common on programs, and managing their inputs and
contributions is fundamental to program success. To ensure external resources add
value, it is necessary to coordinate effectively the input of different third parties in a
seamless and integrated manner, so the ability to coordinate use of external resources
is important
 In Resource Prioritization, human resource planning is useful to identify, document,
and assign program roles and responsibilities to individuals and groups. Resources
should be allocated to meet key program needs.
 Resource leveling is a more thoughtful approach rather than mere
reallocation of resources incase both of them are in same
questions
 You should reallocate resources from low priority projects to
high priority projects and update master schedule accordingly in
some cases ( most probably if leveling option is not in the
choices)
 Program can financially be closed when program has fulfilled
successfully in generating program benefits and have delivered
the benefits to client expectations
 It is easy for team members to lose motivation especially on large programs. One
approach is to celebrate success among your team and maximize their contribution
to achieving program goals. If the master schedule has early milestones set up that
are ones that can be met, this then provides an opportunity to celebrate success and
build a winning team
 stakeholder requests are part of their feedback to the program
performance report that you must have sent to them
 A high level milestone plan includes program goals and
objectives that are devised to address and to align with program
stakeholder's expectations.
 Transition planning involves identifying all the steps that are necessary to transition
the program to an operational state. Transition planning from deliverables to
capabilities and benefits to the organization is critical to program success. The
transition plan defines the criteria to meet to ensure all administrative, commercial,
and contractual obligations are met when the program is complete
 The PWBS typically extends to the first one or two levels of each project’s WBS. The
bottom-up approach can show these levels as the PWBS is developed.
 Scope control is necessary to ensure the program delivers its intended benefits. To
administer and manage scope, a change management activity is necessary.
 The contract management plan is used to administer contracts for significant
purchases and acquisitions. It covers contract administration activities throughout
the life of the contract and is used effectively to manage a variety of suppliers. It is
an output of Program Procurement so it should be followed in Program
Procurement Administration.
 procurement contracts pre-closure activities:
o terms and conditions are met  first thing to choose if option in the
exam
o outcomes are delivered as expected
o no pending payments
o no pending contractual issues
 The processing of the transition request is complete with updates to the roadmap
 The activities in the Program Closure lead to transition of artifacts, benefits
monitoring, and ongoing operations to other groups. One key activity, which is
generally defined by contract, is to provide customer support to an operational
support function to ensure that guidance and maintenance are available in case any
issues arise, or any defects are detected after release
  As part of Program Financial Closure, estimates may be required to determine costs
of sustaining the benefits of the program. While many of these costs may be
captured in the benefit delivery phase as components are delivered, there may be
some residual activities required to oversee the ongoing benefits
 The program transition plan is executed, and the program and project plans are
closed. During this process, administrative and PMIS program closure activities are
performed, program documents are archived, lessons learned are documented, and
the ongoing activities are transferred for sustainability
 Before beginning to close the program or any components in it, stakeholder support
to initiate the closing activities is required to ensure the stakeholders are satisfied
that the program has successfully delivered its benefits
 As benefits are transitioned to other organizations for sustainment, it is necessary to
include knowledge transfer activities to support ongoing benefit sustainment. This is
handled by providing the new supporting organization with documentation, training,
or materials,
 Program financial closure begins when sustainment budgets are developed, benefits
are delivered, and sustainment has started.
 If products are not passing inspection, a quality assurance audit may be useful to
assess the quality control results of the components and to see if overall program
quality is being delivered
 Upon initiation of a new component, all program-level documentation and
records dealing with the component should be updated to reflect any changes
to the affected components.
 You should send request to the board for the integrator activity
transition. This should be attended even if integrator activity is
not a project or a sub-program

Quality Planning Tools

1. Cost-Benefit Analysis
2. Benchmarking
3. Checklists
4. Cost of Quality
5. Brainstorming
 6. Affinity diagrams
7. Force field analysis :is how engineers analyze structures to see
what forces affect their use.
8. Nominal group techniques : mean brainstorming with small
groups, and then working with larger groups to review and
expand the results
9. Matrix diagrams are tables : spreadsheets or pivot tables that
help you analyze complex relationships
10. Prioritization matrices : let you analyze multiple issues and
prioritize, so you can attack the important ones first.

Quality Assurance tools

for component projects

 Kaizen means continuous improvement. It’s

all about constantly looking at the way you do
your work and trying to make it better. Kaizen
is a Japanese word that means improvement. It focuses
on making small improvements an measuring their impact
 Plan-Do-Check-Act (derming cycle) :
 one way to go about improving your process, and it’s used by a lot of Kaizen practitioners.
 It was popularized by a well-known quality theorist named
 Plan-Do-Check-Act is about making small improvements, and measuring how much benefit they
make before you change your process to include them

 Just-in-Time
keeping only the inventory you need on hand when you need it as there isn’t any extra inventory to
deal with mistakes
For Programs

 Quality Audits : to build confidence that the program

will comply to relevant quality policies and standards
 analysis of the quality control results of the program
components to ensure overall program quality is
delivered
Quality control tools

For component projects (seven basic tools of quality)

 Pareto charts (80/20 rule),

 Flowcharts
 histograms
 control charts (rule of seven)
 cause and effect diagrams (fishbone and Ishikawa) : to
detect root cause of defects
 Checksheets (Tally sheets)
 Scatter diagram
 Statistical sampling
Pareto charts
 Help you to figure out which problems need your attention
right away. Based on the idea that a large number of
problems are caused by a small number of causes
 called the 80/20 rule—80% of the defects are usually caused
by 20% of the causes.
 plot out the frequency of defects and sort them in
  descending order

Histograms
 Give you a good idea of how your data breaks down.
 If you heard that your product had 158 defects, you might
think that they were all critical. So looking at this chart like
help you to get some perspective on the data.
 great for helping you to compare characteristics of data and
make more informed decisions

Checksheets (Tally sheets)

 Allow you to collect data on the product under test.
Organize the test activities you’ll be performing and track whether
the product passes or fails tests.
often used as a means of gathering the data that’s displayed in
Pareto diagrams or other trending and charting tools in the seven
basic tools of quality.

Scatter diagrams
show how two different types of data relate to each other. If you
worked with your test team to create a bunch of new tests, you
might use a scatter diagram to see if the new test cases had any
impact on the number of defects you found. The chart here shows
that as more test cases pass, fewer defects are found
for Programs

 Customers Satisfaction surveys

 Deliverables inspection (checklists)
 With help of key performance indicators and balance score card
system, program status can be accurately evaluated. In other
words, these measures help regularly identify program's status
and its alignment to the strategic goals and objectives
 Project manager doesn't need to stay focused on program
management plan. He should focus on project management plans.
But should be open minded to update his plans based on program
management requirements and guidelines so Project manager
should strictly follow the new guidelines that program
management may issue from time to time as he shouldn't ignore
updates coming from program level. Generally these updates
have strategic significance
 There are not defined program monitoring and control processes.
They are activities and These activities are part of the program
delivery phase activities
 Final customer sign off should be achieved when benefits are
transitioned and delivered by the program to them , so after
transition activities finalized (get the knowledge transferred to relevant
stakeholders)
 All program components whether they deliver incremental
benefits or provide outcomes for a collective suite of benefits at
the end, should be part of the program closure phase activities
 Program's financial framework dictates flow of program's funds
to be efficient. In other words, how funds are sourced and how
they will be used against program's expenditures is, are the
results of the chosen financial framework
 Program mandate includes organizational objectives and
expected very high level program benefits. These high level
benefits are still not understood in mandate for what program
outcomes will achieve those benefits
 As described in PMBOK guide, team is being formed, which is
the first phase as per Tuckman's theory. When team is being
 formed, members don’t know each other well and at times don’t
feel quite comfortable around each other. As if they are working
remotely. But this is just a phase of team building process
 Human resources are most fundamental and important part of the
program and its performance. You should include key highlights
to govern. Board
 Once scope change is analyzed and approved, you should get the
relevant parts of the program management plan updated. This is
more important than anything else, because any action that needs
to follow as a consequence of the scope change approval, should
be first planned in program management plan.
 High-level road map in the program beginning to obtain initial
validation and approval from Key SH , while high level
milestone plan including goals and objectives to align pgm with
SH expectations
 rogram roadmap is a high level artifect summarising
chronological events and milestons of the program representing
in graphical way. Whereas, benefits realization plan is a low level
program artifect. It goes into details of how the benefits will be
realized
 Program architecture outlines design of the program in terms of
how the components are planned. Issues identified on program
architecture may lead to program scope changes.
 Any issue on component level that is escalated by project
manager should be analyzed to check if it’s a risk to the program
, if yes then risk response should be planned and applied when
risk happens .
 Project issues not impacting program shouldn’t be issued in
program issue log , it should be covered in project issue log
 From component governance, you get the program forecasts and
performance
 In program delivery phase beginning. You should get component
managers hired. And in order to do that, match the competence of
required roles to the candidate component managers. (PgMP
ECO pg10) Initiating program components will come next after
hiring right staff
 Program closure activities are invoked and performed throughout
the program in case of incremental benefits. Each time a benefit
is generated, which is ready to be transitioned to beneficiaries,
program closure activities are performed for the generated
benefits. In case of non-incremental benefits, when benefits are
generated at the end at once, program closure activities are then
performed after completion of program delivery phase
 program will compete with other organizational initiatives for organizational
resources (staff, budget, and facilities).
 In pgm initiation phase, don’t assume that charter is approved unless mentioned
in the question
 We identify organization's risk profile in risk management plan
not pgm risk profiles
 interdependency between program components is known in the benefits
delivery phase ( when components start )
 Key performance indicators (KPIs) are useful to measure program success and to
help monitor benefits throughout the life cycle. They may include items such as
risks, financials, compliance, quality, safety, and stakeholder satisfaction. The
program management information system is used to help facilitate tracking these
KPIs.
SH Engagement

 In regards to program architecture, you would most likely

communicate to relevant stakeholders when change in a
component affects program architecture
 Program Sponsor—The individual executive (or group of executives) who
champions the program initiative, secures program funding , responsible for
providing program resources, ultimately responsible for delivering the benefits
and program success.
 Program Governance Board—The group responsible for ensuring that
program goals are achieved and providing support for addressing program
risks and issues across the organization and responsible to ensure program
is funded in the way which supports it’s progress
 Impact analysis techniques help determine the urgency and
probability of the stakeholder issues to understand overall impact
on the program and its objectives.
 CRM is useful in identifying SHs
 Program Manager sets clear SH engagement goals for program
team to address the change the program will do , goals are
engaging SHs to :
o Assess their readiness for change
o Plan for change
 o Provide resources
o Support for the change
o Obtaining and evaluating SHs feedback on the program
progress
 In order to avoid many stakeholder issues, identify their
engagement trend and to be better equipped to analyse any
stakeholder engagement issues in your program, you should get
stakeholder metrics established.
 Stakeholders Map illustrates relative stakeholder interaction and influence
within a program
 Engaging and interacting with stakeholders allows the program team to
communicate program benefits and their intersection with the organization’s
strategic objectives
 After you analyze SHs you define their expectations in the SH register , but
that’s not enough as you have to plan for their effective engagement plan to
be able to meet the documented expectations .
 While working on program communications planning, as a
program manager your prime focus should be on understanding
what stakeholders need, want and desire from the program and
how it translates into best target communications for them, so SH
register is a primary input to communications plan.
 You have just got the stakeholder engagement metrics and KPIs
defined. As a next step you should first document them in
stakeholder engagement plan. After all engagement plan captures
how stakeholders will be engaged. And need to also ensure how
engagement levels will be measured.
 Before meeting negative stakeholders who oppose the program
you should try to gain as much information about them to avoid
any issues during the meeting. After all they are negative
stakeholders
 In a case of diverse stakeholder groups, ongoing clashes and
difference in opinions are natural. So for a program manager it is
important to regularly facilitate amongst the stakeholders and
 groups for negotiation sessions to bring them to a common
agreement so that program can move forward without any impact
from the diversity of the stakeholders.
 first you should clarify the stakeholder register with more
relevant information and also adjoining stakeholder matrix
showing stakeholder positions towards program. This will help
board understand program stakeholders better
 You have identified stakeholders. You should first now document
them into stakeholder register
 Before contacting identified stakeholders to learn about more
stakeholders and to learn about the program, you should get the
identified stakeholders documented in stakeholder register
 Program stakeholder expectations are important and hence,
program can't proceed to closure till their expectations are dealt
with. To avoid this situation, program manager should have
worked in stakeholder engagement domain closely understanding
their expectations and planning program delivery accordingly.
Missing to identify or engage stakeholders may lead to such gaps
and issues
 remember that you are the program manager and anything that is
required to be managed in program to produce the desired
benefits, should be your responsibility. You are also champion
for the change introduced by the program. So you are the ultimate
owner of the change management system invoked and
implemented in your program not the sponsor or the governance
board. Even though it is approved or managed by other
stakeholders
 Successful program managers utilize strong leadership skills to
set clear stakeholder engagement goals for the program team to
address the change the program will bring. These goals include
engaging stakeholders to assess their readiness for change,
planning for the change, providing program resources and
 support for the change, and obtaining and evaluating the
stakeholders’ feedback on the program’s progress.
 your focus should be on planning very clear stakeholder
engagement objectives. In other words, define clearly what are
the key objectives of stakeholder engagement in your program
 PMO is always program's stakeholder and is referenced when
standardized reports are needed.

 Rolling wave planning

 lets you plan and schedule only the stuff that you know enough about to plan well,
Remember how projects are progressively elaborated? Rolling wave planning takes
advantage of the fact that you know more about the project as you go to make plans more
accurate.
 No need for rolling wave planning when you’ve got enough info to define all the
activities

 As board has recommended to close the program, you should

commence program closure activities
 Any SH complaining from poor engagement or neglected
expectations, then you have to meet him first and then review SH
engagement plan
 Basically a new stakeholder has joined the team. You should first
add him to the stakeholder register. Hence, modify the
stakeholder register
 At program level you can't capture and work on all the
stakeholders. You need to identify program level stakeholders
and those important stakeholders from component level. And
document them into program level stakeholder register so that
you can get them analysed as a next step
 Delphi technique is a structured communication technique that
works well with subject matter experts in identification of
something. Since stakeholders are remotely located in your
program, this particular tool makes more sense in identifying
program risks Generally there are two or more rounds of
questionaires involved.. (ECO pg14 T6) Focus group with subject
matter experts would be a good option for face to face
workshops. Fishbone diagrams are more used in analysing issues.
 Brainstoring would work well in case of face to face workshops
and or in situations when an identified topic is established. For
example analysis of a particular risk or group of risks.
 PgM prepares stakeholder engagement strategy to engage SHs
optimally. PgM does this throughout the program
 Stakeholder Engagement is a continuous activity on programs as the list of
stakeholders and their attitudes to the program will change. After each of these
meetings, the stakeholder register should be updated. It should be referenced often
and evaluated by the program manager and the team and updated as needed
 Conflict Management is one of the most important skills if
working with diverse SHs ( example: contractors from outside
the organization)
 personal conflicts have proliferated to an extent that you think the
program's objectives may be affected negatively. So as a program
manager you should deploy your conflict resolution skills and
drive team's efforts towards delivering program's benefits
 You first identify stakeholders create SH register and then you
analyze them to prepare engagement plan
 you should refer to SH register to clarify stakeholder expectations
 For the preparation of the stakeholder engagement plan, you need
to understand each stakeholder and his needs and wants. For this
you need to use Stakeholder Analysis based on all the stakeholder
information captured in stakeholder register
 Before meeting negative stakeholders you should try to gain as
much information about them (historical info) to avoid any issues
during the meeting
 Information should be distributed as per the information
distribution activity, prepared as part of the program
communication management knowledge area
 Communication management plan doesn't capture detailed steps
required to distribute the information, Information should be
distributed as per the information distribution activity, prepared
as part of the program communication management knowledge
area

Benefits Management
 As a program manager you should be constantly monitoring
program's environmental factors to avoid unwanted effect on
program
 For intangible benefits ( employee moral improvement , customer
satisfaction ,etc..) , polls or interviews can be done to measure the
benefits
 Depending on the nature of the program, the program roadmap may be
defined to produce incremental benefits and begin to realize return on
investment (ROI) that may help fund the future program benefits and
outcomes
 In Program's benefits management, as one of the first activities
you should get the critical success factors defined for the
program. This is carried out as part of the program's benefits
identification phase. (SPM Ed3 pg36)
 Simulations, Variances ,What-if scenarios and casual analysis
can be quite useful in monitoring benefits metrics
 your program is an internal program. And internal programs are
considered catalyst for change. Through this change that program
will introduce, organization's ongoing operations may be
impacted in some or some other way. So during program's
benefits review, governance board should focus on how existing
operations be impacted by the program's benefits and how to
minimize any negative impact
 As a key input for the preparation of the benefits register you
should use program's business case
 If any SH concerned about the program benefits delivery then
review with him the Benefits register (benefits realized so far)
 “Provide a process for determining the extent to which each program benefit
is achieved prior to formal program closure” is considered the benefits
realization criteria to measure the benefit successful realization before
starting transition
 Basically you are transitioning program benefits to operational
support groups. And during program transition you should also
dispose resources for those components and activities that have
completed and contributed to the benefits which are being
transitioned
  program's risk register may have those risks which affect
program's benefits realization. Which means that program's risk
register may potentially affect benefits realization plan and the
way realization of the benefits is planned
 mapping and modeling the benefits will bridge the gap between
program's expected benefits and the component deliverables in planning phase.
They would lead to understand benefits better, break them down
and clarify component deliverables better as derived from
expected benefits
 Before the program can be closed, benefits ralization plan makes
sure that all planned outcomes are produced. Outcomes means,
all the deliverables from program's components
 Benefits Metrics in the BRP will help to understand the level of
the benefits realization that stakeholders can easily understand
against their expectations and approve to proceed
 Processes to monitor program's benefits are developed in benefits
analysis and planning then should be refined during program's
benefits delivery activities
 usage of the program benefits register will stop when program is
officially terminated. This means, everything regarding the
program will come to an end and all registers will stop being used
including benefits register. Program closeout procedures however
will still be followed and artifacts will still be archived for future
references

Benefits Identification Activities BRP activities

Defining the objectives and critical Establishing the benefits realization plan that
success factors for the program, will guide the work through the remainder of the
program

Identifying and quantifying business Defining and prioritizing program components,

benefits,
Developing meaningful metrics and key
performance indicators to measure the
actual delivery of benefits and planned
benefits
Establishing processes for measuring
including component projects and subprograms,
and their interdependencies;
Defining the key performance indicators and
associated quantitative measures required to
effectively monitor the delivery of program
benefits; and
Establishing the performance baseline for the
progress against the benefits plan program and communicating program
performance metrics to the key stakeholders.
Creating the tracking and
communications processes necessary to
record program progress and
report to stakeholders

Benefits Register output BRP Outputs

 List of planned benefits,
 Benefit Description
 Mapping of the planned benefits to
the program components, as
reflected in the program roadmap
 Description of how each of the
benefits will be measured,
 Derived key performance indicators
and thresholds for evaluating their
achievement,
 Status or progress indicator for
each benefit,
 Target dates and milestones for
benefits achievement, and
 Person, group, or organization
responsible for delivering each of
the benefits.
 Define each Benefit and associated
assumptions, and determine how each
Benefit will be achieved
 Link component project outputs to the
planned program outcomes,
 Define the metrics (including key
performance indicators) and procedures to
measure Benefits,
 Define roles and responsibilities required
to manage the Benefits,
 Define how the resulting Benefits and
capabilities will be transitioned into an
operational state to achieve Benefits,
 Define how the resulting capabilities will be
transitioned to the individuals, groups, or
organizations responsible for sustaining
the Benefits
 Provide a process for determining the
extent to which each program Benefit is
achieved prior to formal program closure.

Benefits Register

Benefit Identification Program Benefit Measurement KPI/Thre Risks Status Planned Actual Owner
Number Component Type Criteria sholds dates Dates
(PWBS Number)

 SHs expectations are part also from the benefits register

 Metrics and procedures to measure benefits: In order to ensure
that the program is realizing its intended benefits, this section in
BRP describes the key metrics that will be collected, and the
 processes that will be used to measure the program benefits.
Suggested metrics include scheduled time for benefits realization
versus actual time, extent of the benefits realized versus those
planned in the business case, impact of the realized benefit on
other components of the program, the need to change the benefits
as the program progresses versus those in the plan, the value of
the benefits that were realized, the extent of the sustainment of
benefits after the program ends, and other benefits realized that
were not planned. As well, this section includes a process to
determine the extent to which each benefit has been achieved
before the program is closed. The metrics can be used if the
benefits are not realized as planned in order that corrective
actions can be implemented.

 Benefits Management communication plan to share benefits

progress with SHs is part of the BRP and appended to the
program communication plan

 It is necessary to then describe qualitative benefits in quantitative

terms

 The Program Governance domain integrates with the Benefits

Management domain to help ensure that the program is
continuously aligned with the organizational strategy and that the
intended value can still be achieved by the delivery of program
benefits

 For internally focused programs, the benefits realization

processes measure how the new benefits affect the flow of
operations of the organization as the change is introduced and how
negative impacts and the potential disruptiveness of introducing the
change may be minimized

 Value delivery is essential in benefits delivery. Value delivery

focuses on ensuring the program delivers the benefits, and they
 translate into value. There may be only a small window of
opportunity to accomplish the realization of a planned benefit,
and the program manager, Governance Board members, and
other stakeholders need to ensure if this window of opportunity
can be met successfully.
 Business value measurement is useful in overall benefit measurement but especially
in measuring intangible benefits
 Benefits register ends when program is terminated
 Delivered benefits must be sustained when the program is over. It may be necessary
to assure that ongoing product support adds value by managing the post-production
life cycle. Project management is often used to deliver upgrades to the product
during its life cycle
 The benefits register is updated during benefits analysis and planning. It is reviewed
with appropriate stakeholders to define and approve key performance indicators
and other measures to monitor program performance.
 In Benefits Delivery, the emphasis is to ensure the program delivers the expected
benefits as stated in the benefits realization plan. It also involves preparing a
defined set of reports or metrics and providing them to stakeholders to monitor the
program and its actions to ensure successful benefits delivery
 During Benefits Transition, the benefits are transitioned to operational areas and
can be sustained once they are transferred. A key activity is to verify that the
integration, transition, and closure of the program has met or exceeded the benefit
realization criteria established to achieve the program’s strategic objectives
 For an internal program, GB care for the benefits realization process which
measures how new benefits affect the flow of operations in the organization. The
emphasis is to review how the change is introduced and how negative impacts and
the potential disruptiveness of introducing the change may be minimized.
 A key activity of the Benefits Transition is to dispose all related resources since the
program is closed and integrated into other elements.
 There are a number of key components in the benefits realization plan. One is the
need to link the component project outputs to the planned program outcomes as
part of achieving the program’s planned benefits
 A number of activities are performed during Benefit Sustainment. One is to
implement the required changes to ensure the capabilities provided by the program
continue as it is closed and as its resources are returned to the organization.
 The purpose of Benefit Identification is to analyze available information about
organizational and business benefits, internal and external influences, and program
drivers. This is done in order to identify and qualify the benefits the program
stakeholders expect to realize from the program.
 A key component of the benefits realization plan is a description of roles and
responsibilities for benefits management.
 In Benefit Identification, the program manager uses the program mandate and the
business case . A key, and usually the first, activity is to define the program’s
objectives and its critical success factors
 Benefits transition planning is extremely important, however, they are only one part
of the complete transition process.
 The benefits register is developed based on the business case, strategic plan, and
other relevant program objectives.(mandate and roadmap)
 A major activity in Benefits Delivery is to monitor the organizational environment,
considering both internal and external factors. This is done to ensure the program
remains aligned with the organization’s strategic objectives
 Sustainment of program benefits is planned by the program manager and
component managers during the performance of the program.
 it is important to make sure that benefits deliver maximum value.
This is because, unlike projects, program's focus is on how better
the program's produced benefits serve and add value to its
customers and beneficiaries
 processes to monitor program's benefits should be refined during
program's benefits delivery activities. These processes are first
started working during benefits analysis and planning and later
refined during benefits delivery activities
 As a program manager you should be constantly monitoring
program's environmental factors to avoid unwanted effect on
program. This is one of the important activities of the program
manager role
 Success of the program will be tracked based on how much the
recipients get benefited. From the given options that would mean
that how well the generated benefits sustain beyond program
closure
 Governance board seems to be interested in knowing how
benefits pass through different statuses and how they are being
produced for the delivery. They also mentioned about benefits
metrics. All these information should be captured in program's
benefits realization plan artifact
 Program's benefits realization plan should provide detail on how
key milestones are linked with program's benefits or outcomes.
Benefits Realization plan includes all the detailed information
about how individual benefits will be realized. And program's
milestones can most likely represent the component initiations or
 completions. And realization plan should capture how each
component or milestone links to the overall program benefits
 Before the program can be closed, benefits realization plan makes sure that
all planned outcomes are produced (Provide a process for determining the
extent to which each program benefits (incase of incremental benefits
delivery or at the end of program delivery ) and to which outcome ( if benefits
will be realized after program closure ) is achieved prior to formal program
closure.) (P.39 SPM)
 Not all program's processes and procedures needed for program's
benefits delivery are captured in program's benefits realization
plan. There are program's life cycle processes and procedures
which are captured separately in other artifacts. So only benefits
realization processes are captured in BRP

 First you should understand these stakeholder expectations

against others and get the benefits refined and updated in benefits
register. Also get stakeholders' sign-off for the updated benefits
register to avoid any ambiguity
 Benefits register has key stakeholders or stakeholder groups
interested in the benefit and their contact information
 Benefits are not always concerned with both performing and
receiving organization's strategic objectives. Program primarily
concerns with performing organization's strategic objectives.
Responsibilities of receiving organization's strategic objectives
should be taken care by themselves and is generally outside the
scope of the program.
 Mapping and Modelling Benefits gap between program's
expected benefits and the component deliverables
 After closure of all projects in the program , you should verify if
program met minimum benefits realization criteria

Benefits can be:

  Incremental benefits (components produces benefit from the
collective set of benefits throughout the duration of the program)
begin to realize return on investment that may help fund the future
program outcomes and benefits. Example: organization-wide process
improvement program with multiple projects within the program. For example,
a business modernization program may include a project to standardize and
consolidate financial management across multiple sites; a project to improve
personnel hiring and performance appraisals; and a project to streamline
logistical services. Each project can be on a different schedule and
deliver incremental benefits but the modernization effort is not
complete until the program has completed all of the projects necessary
for business improvement
 Benefits delivered all at once—as a unified whole. In this case, the
value of the program is not realized until the delivery of program
benefits occurs at the transition and completion of the program. A
country’s space program can be viewed as an example of unified benefits
delivery—where the individual components of the program do not begin
delivering benefits until the program is operational.
 Benefits delivered after program closure , so program components
outcomes are produced ,validated ,transitioned and transition sign-off
from customer is provided

No matter what you say, governance board will only be able to approve
the program closure if program closure conditions have satisfactorily
met

Benefits Transition/Closure Steps:

 Program Manager Transition activities for benefits (incase

realized before program closure) and for outcomes (incase to be
realized after program closure)

1. Verifying that the integration, transition, and closure of the program and its
components meet or exceed the benefit realization criteria established to
achieve the program’s strategic objectives (do our homework before starting
the transition to receiving organization in terms of benefits checks)
 Reviews Benefits or outcomes are realized as per the benefits
realization acceptance criteria included in the benefits realization
plan
 Evaluate Component or program performance against the Benefits
realization acceptance criteria in the BRP including KPIs
2. Developing a transition plan to facilitate the ongoing realization of benefits
when turned over to the impacted operational areas (activities to confirm that
receiving organization are well receiving the benefits or outcomes)
 Review of operational and program process documentation
 Review of Training and Maintenance materials
 Review of applicable contractual agreements
 Assessment to determine if resulting changes have been successfully
integrated; (in the organization receiving the transitioned
benefit)(well received)
 Activities related to improving acceptance of resulting changes
(workshops, meetings, training, etc.);
 Readiness assessment and approval by the receiving person, group, or
organization; and
3. Disposition of all related resources(upon Transition request approval by GB)

Then Program Manager Raises a transition request to the

governance board who will do the following before accepting the
request:

 Confirming that the business case for the component has been
sufficiently satisfied or that further pursuit of the component’s
goals should be discontinued,
 Ensuring appropriate program-level communications of the
component’s closure to key stakeholders including receiving
organization
 Ensuring component compliance with program-level quality
control plans (if required),
 Assessing organizational or program-level lessons learned as a
consequence of performance of the component in transition
 Confirming that all other accepted practices for project or
program closure (as detailed in the PMBOK® Guide and this
standard, respectively) have been satisfied.

 While the benefits transition plan is intended to provide

necessary forethought and preparation for ongoing benefits
accrual and now Benefits are well received by receiving
 organization (ex: operations) , but still we need to secure benefits
and capabilities continuity after program closure, so sustainment
plans are developed by pg manager and component managers
during the program to keep securing benefits realization in other
organizations but sustainment takes place after program closure
by the receiving organization ; however, plan will cover:

1. Planning (telling the receiving organization what to do to

keep realizing benefits)

 Planning for the operational, financial, and behavioral changes

necessary by program recipients (individuals, groups, organizations,
industries, and sectors) to continue monitoring performance
 Planning for and establishing operational support of Benefit separate
from the program management function without relinquishing the
other product support functions.
 Planning the transition of product or capability support from program
management to an operation function within an organization
 Planning the retirement and phase out of the product or capability, or
the cessation of support with appropriate guidance to the current
customers.
2. Monitoring (to ensure supporting organization is doing what
you planned)

 Monitoring the performance of Benefit from a reliability and

availability-for-use perspective and comparing actual performance to
planned performance, including key performance indicators.
 Monitoring the continued suitability of the deployed benefit to provide
the benefits expected by the customers owning and operating it. This
may include the continued viability of interfaces with other products,
services, capabilities, or results and the continued completeness of the
functionality.
 Monitoring the continued availability of logistics support for Benefit
in light of technological advancements and the willingness of vendors
to continue to support older configurations.

3. Other Activities
  Implementing the required change efforts to ensure that the
capabilities provided during the course of the program continue when
the program is closed and the program’s resources are returned to
the organization
 Responding to customer inputs on their needs for benefit of support
assistance or for improvements in performance or functionality.
 Providing on-demand support for Benefit either in parts, improved
technical information, or real-time help desk support
 Updating technical information concerning the product, service,
capability, or improvement in response to frequent product support
queries.
 Developing business cases and the potential initiation of new projects
or programs to respond to operational issues with the deployed
product, service, or capability being supported or public
acceptance/reaction to the improvement.
 Developing business cases and the potential initiation of new projects
to respond to legislative changes, exit from a particular market
political and economic, socioeconomic changes, cultural shifts, or
logistics issues with deployed benefit being supported
 Summary of cases which may need to develop BC, new
projects/programs :
 improve reliability
 improve communications
 modify marketing and educational programs,
 update configurations to ensure continued effective interface
with other products or services
 provide additional functionality to meet evolving requirements.
 continued ability to support a physical product or associated
support equipment with spare parts, which may require
engineering retrofit changes to ensure continued supportability
 An exit from a particular market
 Legislative action, which alters consumer behavior
 Cultural changes, which alter perceptions of improvement or
make them lack value
 political and economic, socioeconomic changes, cultural shifts,
or logistics issues
 to respond to operational issues with the deployed product

Governance
 To begin to establish governance processes, the first step is to have a sponsor
organization to ensure appropriate Program Governance by establishing program
governance boards that are responsible for defining and implementing appropriate
governance systems and methods to enable the organization to monitor the
program’s pursuit of program goals and objectives, while remaining in compliance
with the organization’s needs a sponsor can act in the role of a program governance
board
 sponsor secures funding early in the program , once secured then
governance board role is to ensure program is funded to the degree
necessary to support the program plan
 The organization’s expectations for program governance board review should
be detailed in the program plan or in the program governance plan
 Governance Board meetings are the most common method used to perform
governance oversight activities. Regularly scheduled review meetings with well-
planned agendas and documented decision records enhance the effectiveness of
the governance process
 Governance plan is referenced throughout the program’s duration to ensure the
program is conforming to established governance expectations and
agreements
 The program manager has the important responsibility of managing a
program’s interactions with the program governance board. The program
governance board is responsible for providing appropriate support for conduct
of a program.
 Unlike governance at the project level, which is focused on control to ensure
projects are meeting the triple constraint, at the program level, governance is a way
in which programs seek authorization and support for dynamically changing
program strategies or plans to respond to emerging outcomes.
 Pgm Governance plan may be modified throughout the program but such
modifications should be communicated to SHs responsible of the governance
function and pgm management

 The governance plan serves to inform the program plan, defining the
program’s requirements for governance interactions and review since it
governance plan covers planned governance meetings.

 The most significant change requests often relate to a desire to modify the
program’ strategy, plan, or use of resources.

 Upon initiation of a new component, all program-level documentation and

records dealing with the component should be updated to reflect any changes
to the affected components.

 Program Governance may also refer to the systems and methods by which a
program team monitors and manages the component projects and
subprograms that are being performed to support the program. Governance
 of components and subprograms is often achieved through the actions of the
program manager and program team responsible for the integrated outcomes
of the program. Such a responsibility may also be called component
governance.

 Establishing a single program governance board that is accountable for all

critical elements of program oversight within an organization is considered to
be the most efficient means for providing effective and agile governance
oversight. However, under certain circumstances, some programs may need
to report to multiple governance boards. For example, programs that are
sponsored and overseen jointly by private and governmental organizations,
programs managed as collaborations between two private but otherwise
competitive organizations, or programs in exceedingly complex environments
whose subject matter experts cannot be effectively assembled into a single
program governance board. Under these circumstances, it is critical that the
systems and methods for program governance and the authority for program
decision making be clearly established.

 Program Benefits and Program Governance are closely linked. The Governance
Board, among other things, focuses on benefit delivery and ensuring programs
deliver promised benefits. It, along with the program manager and other key
stakeholders, may determine the window of opportunity was compromised by
actual events in the program, one of which is feature reductions

 Often, program funding is provided through a budgetary process that is

controlled by a governance board responsible for oversight of several
programs. In these instances, program funding is provided in a manner
consistent with program needs and organizational priorities, as may be
defined through the organization’s portfolio management processes

 When program funding needs to be secured from external sources, it may be

the responsibility of the program governance board to obtain such funding. In
these instances, governance is generally responsible for entering into
appropriate agreements necessary for obtaining the required support. The
funding may have constraints that limit its use due to law, regulations, or
other limitations

 Phase-gate reviews also provide an opportunity to assess whether a program

is delivering benefits in accordance with the program’s benefits management
plan.

 There is a close coupling between quality and procurement planning, as both

can benefit from the standardization of products, standards, and tests, and in
establishing economies of scale for acquiring these items
 The frequency of program reviews and the specific requirements of those
reviews may reflect the autonomy given to the program team to oversee and
manage the program.
 conditions warranting program closure are defined in the program charter or
program plan
 The Governance Board is interested in quality status in meetings as it approved this
plan to establish appropriate mechanisms for ensuring program quality by
identifying and applying crosscomponent quality standards
 Program governance boards overseeing very large programs, or those
seeking to ensure a high level of consistency and professionalism in the
management of programs may support their programs through the creation of
a program management office
 Better program governance definition would be those systems
and methods by which program and its strategy are defined,
authorised, monitored and supported by sponsoring organization
 Program Management Office (PMO) :
 the center of excellence in an organization (provides programs a
structure and guidance )required support and guidance to the
programs.
 defines governance activities, processes, document formats or
standard templates
 Supporting the management of the schedule and budget at the
program level,
 Support in Defining the quality standards for the program and for the
program’s components,
 Supporting effective resource management across the program,
 Providing document and configuration management (knowledge
management)
 Providing centralized support for managing changes and tracking risks
and issues.
 may provide additional management support for personnel and other
resources, contracts and procurements, and legal or legislative issues.
 Some programs continue for years and assume many aspects of
normal operations that overlap with the larger organization’s
operational management. The program management offi ce may take
on some of these responsibilities

 When customer requested additional scope, you wouldn't start

planning and revising your existing plans
 Governance board reviews program charter to determine if all the
criteria to close the program are met
 Different approaches through program can be implemented are
documented in program's business case. So governance board
 should review the program's business case carefully and decide
the best approach for the program
 There are always issues in programs. Component manager should
follow issue escalation process and communications plan. Which
means, he should discuss the issues with you first before
discussing them with important stakeholders such as governance
board. This generally leads to additional stakeholder related
issues
 phase gate reviews and health checks are planned ahead of time
 Best suited tool for planning to ensure conformance and non-
conformance costs get incurred is Cost of Quality
 governance board most likely will review program performance
reports in phase gate reviews that will include program status

 Phase-gate reviews also provide an opportunity to assess whether a program

is delivering benefits in accordance with the program’s benefits management
plan (which means important to deliver expected benefits ) and approve any
program approach changes while health check meetings to know the
accurate status of the program (assess a program’s ongoing
performance and progress towards the realization and sustainment of
benefits)
 Running program audits can help review and identify any gaps
and required corrections. This way, audits can help measure
program's quality
 Governance board does the audit to know if the program exaction
process approach or process is followed correctly since audit
checks for processes mainly
 Effective governance helps ensure that the promised value is achieved as
benefits are delivered and that program goals are realized
 Component managers should continue their implementation with
regular status reports to program management. KPI statuses
should only be raised to program manager if they go outside their
tolerance limits
 Narrow Tolerance limits means component managers will contact
program manager more frequently impacting the program
implementation ( since they will keep contacting him many times
for different reasons like minor CRs , unnecessary risks, etc..)
 No matter what level of issue or problem comes up in your
program, first escalation point should be you as the program
manager.Program Sponsor or Governance Board should be
engaged by you if you think you can't resolve the issue. But first
escalation should come to you
 Governance board helps programs in supporting for the required
changes to program's overall approach. Board does this by
making important decisions either to enable the program in some
way or by approving required change in strategy to succeed
 Unlike governance at the project level, which is focused on control to ensure
projects are meeting the triple constraint, at the program level, governance is a way
in which programs seek authorization and support for dynamically changing
program strategies or plans to respond to emerging outcomes
 While governance board reviews can be arranged for variety of
reasons, one of them is to confirm whether program performance
satisfies stakeholder expectations or not. This is fundamental
need anyway with any of the governance board reviews. This
doesn’t mean each stakeholder is invited in these review
meetings and asked for whether they are happy with the results.
Instead, program's performance is judged against already
collected and recorded stakeholder expectations
 Primarily governance board supports program and its success by
making sure that program's goals are aligned with organization's
strategic vision, resource availability and operational capabilities
 Defining program's key performance areas is not governance
board's primary responsibility or focus
 Legislation has nothing to do with your preparation of the
escalation process for the program. Escalation process may have
considerations for change management, risks and issues.
 Phase Gate reviews are conducted at program's key milestones..
And phase gate review meetings should be planned based on
different Go, No-Go decision point requirements of the program.
(SPM Ed3 pg56) Phase gate reviews are not conducted to find
out program's performance status and for health checks. Phase
gate review meetings are not dependent on whether program has
planned phases or is a single phase implementation. Phase gate
reviews are not to track program's milestones from program's
benefits realization plan
  When a change request is accepted, then replanning must be
carried out and already prepared plans updated for latest planning
outcomes. (SPM Ed3 pg58 6.2.10) When customer requested
additional scope, no need to start replanning the program. It is
possible that the request may not get approved. When program is
delayed, no need to start replanning the program. Proper analysis
needs to be done for program's viability and approach going
forward. If board approves the new approach, then only
replanning needs to be done for the program. When program is
overbudget, no need to start replanning the program. Proper
analysis needs to be done and root cause identified for the
additional costs. Variations should be raised and if approved,
then only program may need to be replanned for chosen
activities.
 Phase gate reviews are important to deliver expected benefits.
During these reviews, any shortfalls and gaps if exist are
identified and ensured to be corrected before the phase can be
officially closed
 Governance board has multiple criteria :
 Program Success Criteria
 Component initiation criteria (Usually requires new component BC or
updating existing BC with new expected benefits of the new
component )
 Component Transition or closure criteria (component closure activities)
 Criteria to be fulfilled in the preceding phase to enter the next phase
(phase exit criteria)

 it is common for program team members to include project managers

responsible for projects that are components of the program

General Notes

 As a program manager, the first thing you should do is to get the

program-level issue recorded to the issue log. It is important so
that the issue gets addressed efficiently and issue doesn't get lost
in chain of program events
 The program issues register is used to track issues on programs, including those to be
resolved by members of the Governance Board. Issues involve a variety of areas—
 legislation, customer requests, benefit realization, schedule, finances, scope, stakeholder
concerns, and unresolved risks to list a few.
 The program issues register, also known as an issue log, identifies each issue and then shows
how it was resolved, and the people who were involved in the process. Issues may be
identified by any program stakeholder. Issues at the program level may be ones that are
escalated to the program manager for resolution by project managers. At the program level,
the issues register shows whether an issue identified by a project manager affects other
projects or non-project work in the program. Regardless of the person who identified the
issue, the issues register also shows whether the issue impacts other programs, projects, or
work under way in the organization. Note that the issues register does not replace the need
for a risk register.
 Following the project management institute's standard for
program management guide doesn't qualify an initiative to be a
program
 program mandate is the key input taken to produce program's
roadmap
 in the exam usually “do nothing” option is a wrong answer,
Escalation to sponsor is wrong unless escalating lack of resources
(since sponsor should be the one securing resources availability
incase all planning/prioritizing options are not resolving issues),
other escalation should be to GB
 if sponsors have conflict then you have to meet them (in one
meeting) and with GB/steering committee if it’s in the options
 Closure Activities are mentioned in program charter and program
plan while comparing final program benefits with BC Benefits is
part of the close-out activity done while transitioning/closing
components or programs .
 Resource prioritization allows the program manager to prioritize critical
resources that are not available in abundance and to optimize their use
across all components within the program while resource leveling
requirements optimize program management plan

Team Motivation Theories

 Maslow’s Hierarchy of Needs: says that people have needs, and until
the lower ones are satisfied they won’t even begin to think about the
higher ones.
 People can’t achieve “self-actualization” (full potential) or esteem
(feeling good and important) until lower needs like safety and
security are met.
Selfactualization(fulfilling your full potential, and making a
contribution)
Esteem
Acceptance on the team
Security—safety and job security
Physiological (like food and warmth)

 Herzberg’s Motivation-Hygiene Theory Sure, you love being a

project manager. But would you do the job if you weren’t getting a
paycheck? Of course not! What Herzberg figured out was that you
need things like good working conditions, a satisfying personal life,
and good relations with your boss and coworkers—stuff he called
“hygiene factors.” They don’t motivate you, but you need them
before you can be motivated. Until you have them, you don’t really
care about “motivation factors” like achievement, recognition,
personal growth, or career advancement
 McGregor’s Theory X and Theory Y McGregor tells us that there are
two kinds of managers: ones who assume that everyone on the team
is selfish and unmotivated, and ones who trust their team to do a
good job. He calls the kind of manager who distrusts the team a
“Theory X” manager, and the kind who trusts them a “Theory Y”
manager
A Theory X manager will micromanage the team, looking over everyone’
s shoulder all the time and making them feel like they aren’t trusted.
It’s much better—and easier—to be a Theory Y manager. If you
trust the team to do their jobs, they won’t let you down!

 Expectancy Theory says that you need to give people an expectation

of a reward in order to motivate them—but this works only if that
award is achievable. If everyone knows the award is either worthless
or impossible to achieve, it will actually demotivate them

Researcher Bruce Tuckman came up with these five stages as a

model
for team decision making.
Forming: People are still trying to figure out their roles in the
group; they tend to work independently, but are trying to get
along. at times don’t feel quite comfortable around each other. As if
they are working remotely
Storming: As the team learns more about the project,
members form opinions about how the work should be done.
This can lead to temper flare-ups in the beginning, when people
disagree about how to approach the project.
Norming: As the team learns more about the other members,
they begin to adjust their own work habits to help out one
another and the team as a whole. Here’s where the individuals
on the team start learning to trust one another.
Performing: Once everyone understands the problem and
what the others are capable of doing, they start acting as a
cohesive unit and being efficient. Now the team is working like
a well-oiled machine.
Adjourning: When the work is close to completion, the team
starts dealing with the fact that the project is going to be closing
soon.
Then , Bruce Tuckman’s five stages of team development are
forming (the team still finding their roles), storming (the team
forming opinions), norming (adjusting work habits
to help the team and starts to trust eachother), performing (working
like a well-oiled
machine), and adjourning (closing down the project).
 In a matrix organization, the project manager doesn’t have
legitimate power, because the team doesn’t directly report to the
project manager, so first level of escalation in matrix organization
should always be the functional manager (to whom the team
reports)
 Three communication channels are ( GB including sponsor ,
program team including project managers and end users which
can be customers as example)
  Mandate  keyword in exam is Organization resources
commitment
 Business Case  Keyword in exam is resources expansion
justification
 Program Charter  Authorization to use resources in program
activities

 Procurements sequence:

 Statement of Work (SOW). A narrative description of products, services, or results to be

delivered by the program
o RFI: Request for information documents are sent to potential sellers to ask for information
about their capability to do the work.
o Request for Proposal (RFP). A type of procurement document used to request proposals from
prospective sellers of products or service , so you will wait for the proposal (technical)
o Invitation for bid (IFB) is a document that tells sellers that you want them to submit proposals.
Can replace RFP in some organizations if only we need to bid about the price
o Request for Quotation (RFQ). A type of procurement document used to request price quotations
from prospective sellers
o Award Contracts

 Power types:
 legitimate power, which is what you use when you assign work to someone who reports to you. (
not applicable to matrix organizations
 Reward power :where the project manager sets up rewards and recognition for the team
Recognition and rewards:
o Clear criteria for rewards and a planned system for their use help promote
and reinforce desired behaviors.
o To be effective, recognition and rewards should be based on activities and
performance under a person’s control. For example, a team member who is
to be rewarded for meeting cost objectives should have an appropriate level
of control over decisions that affect expenses
o It is important to recognize that a particular reward given to any individual will
be effective only if it satisfies a need which is valued by that individual.
o Award decisions are made, formally or informally, during the process of
managing the project team through project performance appraisals
o Cultural differences should be considered when determining recognition and
rewards.
o People are motivated if they feel they are valued in the organization and this
value is demonstrated by the rewards given to them. Generally, money is
viewed as a tangible aspect of any reward system, but intangible rewards
could be equally or even more effective. Most project team members are
motivated by an opportunity to grow, accomplish, and apply their professional
skills to meet new challenges.
 o A good strategy for program managers is to give the team recognition
throughout the life cycle of the program rather than waiting until the program
is completed.
 Expert Power means the team respects the project manager’s technical expertise.
 Referent power is power that’s based on identifying with or admiring the power holder.
 Punishment power is the least effective form of power. The project manager should
never punish a team member in front of peers or managers!

Reward and expert powers are the most effective type of powers

Certificate of program completion

The main goal of the program closure is to obtain formal acceptance of the program’s outcome. The program
closure documents contain the signoff from the sponsor, the customer, or both on the projects and on the non-
project program activities. These signoffs verify deliverables against requirements.

Integrated change control requires you to review the full impact of the change on all areas of the program:
time, cost, scope, quality, human resources, communications, risk, and procurement.

a project in the initiation phase may have a rough order of magnitude (ROM)
estimate in the range of −25% to +75%.
Later in the project, as more information is known, definitive estimates could narrow
the range of accuracy to -5% to +10%, so this can be used if given in PERT
questions

+/- 6σ = 99.99%
+/- 3σ = 99.73%
+/- 2σ = 95.46%
+/- 1σ = 68.26%

PMI code of ethics essential obligations:

 Responsibility
 Respect
 Fairness
 Honesty

The to-complete performance index uses the formula of (BAC-EV)/(BAC-AC) to

predict the likelihood of being able to complete the program based on
the amount of funds left in the program budget. The closer the program
is to 1, the higher the probability of completing the program.

describes the pitch, tone, and inflections of a message that

Paralingual
affect what the message means. In an email, messages can be
misunderstood because the paralingual aspects are not present. Jokes
and sarcasm often do not translate well to email messages.
The Net Present Value (NPV) is a project selection method that uses
benefit measurement. It determines the present value of each time
period that the project returns a value on the project investment.

. Future value determines the future value of the present amount of

funds.

Present value determines the present value of a future amount of funds.

A cost-benefit ratio determines the ratio of costs to benefits, such as

four costs to two benefits.

Equations:

Simple interest

Future Value (FV) = Original Investment x ((1+interest rate)^number of

years)

Original investment is the present value (PV)