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Chapter 1 - Part 1 - Coggle Diagram
Chapter 1 - Part 1
1.2 What is a program
Related projects, subsidiary program and activities - obtain benefits (not available individually)
Delivery benefits - stakeholders, sponsor organization/ sponsoring organizations
Enhancing capabilities, implementing change, maintaining assets, offering products and services, new opportunities, minimizing reputation damage, minimizing risk to entry, exiting market
Benefits through program components output/outcomes- multiple phases cycles and organizations
Long term
Portfolio - project, activities, don't jointly contribute delivery of common benefits
Components - projects, subsidiary program, related activities
Projects - temp endeavors - unique product/service or results (constraints, budget, time, scope, risks, resources, and quality)
Other program related activities - to support program not tied to subsidiary program or projects (training, planning, program-level control, reporting, accounting, auditing, stakeholder engagement, administration
Program related activities - operational /maintenance
Initially - Uncertain - delivery of benefits
Achieve org strategy deliver benefits - tangible/intangible
Adopt outcome of components - modify its strategy or plans
Benefits = incrementally process improvement program / infrastructure development program
(DDC) Org Gov --> Program Definition (formulation/planning) - Program Delivery (component authorization, oversight, integration, transition closure) - Output: Benefits --> Program Closure - Transition, Closeout, Artifacts
Complete - when projects/subsidiary program delivery intended benefits
Benefits measureable - project, portfolio, strategy
When the program is completed = benefit (drug) - work with operation team
1.1 Purpose of the Standard for Program Management
Provides principles, practices, roles and activities - behaviours - guidance
Not all principles may apply
Portfolios Managers - include programs & components
Project managers- projects/components part of the program
Program Managers interact with team members (Portfolio, Program, Team members, Beneficiaries, Functional managers, Groups, BA, Managers Operations, Strategy staff, Chief Product Owner, Architecture, Stakeholders)
PMI Code of ethics - responsibility, accountability, respect, fairness, and honesty
1.2.2 The Relationship Among Portfolios, Programs, Operations, and Projects -
Portfolio - collection of programs, projects, subsidiary portfolios and operations managed as a group (non related)
Programs - related projects, subsidiary programs, program activities managed in coordinated manner to obtain benefits (not benefited managed separately)
Projects - create unique products, service, delivering value for the organization
Programs can be terminated change in sponsor strategy / Organization priorities
Approach
Top - down Approach - purse new goals, objectives, before start work - align strategic goals/objectives
Bottom-up approach - ongoing activities - projects, program is related - common outcomes, capabilities objectives or benefits. Organizational benefits will be realized when it is managed as a program
impact promoting sustainability, community development, supporting resilience activities, improving public health
External Environment /Internal Environment - System Value Delivery - Portfolio A (Program 1, Program 2) Portfolio B (Program 1, Program 2) + Subsidiary programs + Projects + Operations
Program Life Cycle > Project Life Cycle