PMI Washington, DC Chapter
The Standard for Program Management:
A Primer
A. Andrew Anderson, President
Kriste Jordan, VP Professional Development
October 17, 2006
1
Purpose of this Presentation
Provide an Overview of
The Program Management Standard
The Emerging Program Management Credential
2
Evolution of a Standard
2003 OPM3
2006 Program Management
2006 Portfolio Management
…And Many More
1987
1983
2000
1996
2004
3
What is a PMI Standard?
•
•
•
•
A document that defines what to measure against
A document created by an appropriate diverse group
through an open consensus-building process
A document covering commonly accepted knowledge
and/or practices and dealing with core concepts for
the practice of the profession
A document consistent with PMI’s Standards Setting
Process and published as a project management
standard
4
PMI Standards Project Schedule
Project Initiation
Project Team Formed
Project Team Drafts Standard
About 27 Months
Exposure Draft (ED) Period (60 Days)
Evaluate ED Comments (90 Days)
Publishing Process (120 Days)
Typical Projects are planned for 36 Months or less
Standard
Available
5
PMI Life Cycle Plan for Standards
Standard Published
One year of
Celebrations
New Edition of
Standard Published
New Project Team formed and the
Standard is revised with a planned
schedule of 3 years
One year of
Schedule
Reserve
PMI Plans for a five year refresh cycle for all Standards
6
The Framework
• Dual Purpose of the Program Mgmt Standard:
– Describe generally recognized good practices
– Explain context of portfolio and project management
• Provide a common lexicon to promote
communication among:
–
–
–
–
Project Managers
Program Managers
Portfolio Managers
Senior Managers, and other stakeholders
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What is a Program?
• A group of related projects managed in a
coordinated way to obtain benefits and control
not available from managing individually.
• May include ongoing operations, but is NOT to
be confused with cyclical streams.
• May deliver collective capability or share a
common attribute.
• Focus is on project interdependencies and
determining optimum pacing.
The Standard for Program Management, p.4
8
Pop Quiz
When does a large project
become a program?
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A Large Project Becomes a Program…
If split into multiple related projects
WITH
Explicit management of the benefits
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“We Three Themes”
• Themes of Program Management
– Benefits Management
– Program Stakeholder Management
– Program Governance
The Standard for Program Management, p.9
11
Life Cycle Considerations, Phases
Pre-Program Set Up
Deliver the Benefits
Program Set Up
Close the Program
Establish Program Management
and Technical Infrastructure
The Standard for Program Management, p.22 through p.28
12
Program Management Processes
Three Themes, Five Life Cycle Phases, Five Process Groups
39 Processes: Inputs and Outputs Only
Nine PMBOK Knowledge Areas
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Sample Process
Interface Planning
Inputs
1 Communications
management plan
2 Staffing management plan
3 Program schedule
4 Risk register
5 Stakeholder analysis chart
6 Program work breakdown
structure (WBS)
Outputs
1 Interface management plan
2 Program interfaces
3 Program schedule (updates)
4 Requirements for individual
project communications
planning
The Standard for Program Management, p.41
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Appendix H
15
The PgMP
• Sequence of Assessments
– Extensive Application Process; Panel Review
– Multiple Choice Exam
– Multi-Rater Assessment
• Neither CAPM nor PMP credential a
prerequisite
• 60 PDUs required every three years to
remain certified.
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Remaining Questions
• When can I apply for it?
• How much will it cost?
• When can I receive the exam specification?
• Keep an eye on:
– The FAQ webpage on www.pmi.org
– PMI broadcast emails
17
In Summary…
• Program Management Standard Released in May
• 3 Themes, 5 Process Groups, 39 Processes
• PgMP Credential Forthcoming
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For More Details
www.pmi.org
A. Andrew Anderson, Chapter President
President@pmiwdc.org
703-683-4804
Kriste Jordan, VP Professional Development
VPProfessionalDevelopment@pmiwdc.org
703-683-4804
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