Course 165:
Principles and Best Practices of Program Management

(3 or 4 days)


Course Description

Program management is the process of managing related projects with the purpose of more efficient application of resources, and improved performance. All projects within a given program report to a program manager who exercises decision making authority over projects and cross-project interrelationships and dependencies. While projects are focused on specific deliverables to solve a specific problem, programs are focused on overall strategic change to the organization. Using The Standard for Program Management from the Project Management Institute (PMI)® as a basis, this course provides the guidance for program managers to direct and manage successful programs for their organizations.

Learning Objectives

At the end of this course, the participant will know how to:

  • Differentiate between programs and projects, and program management and project management
  • Apply the program management processes for successful execution of programs
  • Organize projects into programs and programs into projects for efficient performance
  • Analyze the Program Life Cycle from pre-program preparation to benefits delivery
  • Review the program process groups and identify the differences between program and project process groups
  • Delineate the program management knowledge areas

Who Should Attend

Project managers who will be taking on a program manager role, program managers who need a structured approach to program management, upper-level management who need to understand program management, anyone involved in a program needing to understand the overall processes and interactions of a program.


Knowledge of project management and the principles of project management.

Course Outline

Unit 1: What Is Program Management?

  • Two Views of a Program
    • Creating Outcomes
    • Coordination of Projects
    • Program vs. Project
    • Program and Portfolio
    • Program Life Cycle and the Project Life Cycle
  • Program vs. Project Management
    • Coordination and Directions
    • Strategic and Tactical
    • Broad View and Narrow View *
    • Differing Goals
    • Governance
  • Organizational Change Management
    • Long Term Improvement *
    • Prioritization of Change
  • The Job of the Program Manager
    • Program Managers vs. Project Managers
    • Project Interaction *
    • Decision Making
    • Broader View
    • Organizational Culture, Processes, Politics
    • Program Manager Checklist
  • Program Life Cycle and Benefits Management
    • Program Life Cycle Phases
    • Benefits Management *

Unit 2: Key Factors of Program Management

  • Governance
    • Governance Across the Life Cycle
    • Reviewing Project Performance
    • Prioritizing Projects
    • Measuring Performance
  • Alignment
    • Organizational Strategic Alignment *
    • Departmental Strategic Alignment
    • Project Alignment within a Program
    • Standards and Operating Procedures
  • Management
    • Accountability – Program and Project Levels
    • Review and Status Procedures
    • Phase Gate Reviews
    • Program-Level Responsibility
    • Financial Management
  • Integration
    • Concept of the Whole
    • Program Value Chain
    • Performance Optimization
  • Infrastructure
    • Allocation of Resources
    • Configuration Management across the Program
    • Release Plans
  • Planning
    • Plan the Coordination
    • Plan the Resources and Timing
    • The Information Flow
  • Benefits Management
    • Planning Benefits
    • Delivering Benefits
    • Sustaining Benefits
    • Customer Expectations
    • Benefits Measurement
  • Improvement
    • Continual Assessment
    • Applying Lessons Learned across the Program

Unit 3: Program Management Processes

  • Program Life Cycle
    • Single Product Life Cycle
    • Multiple Products or Variations
    • Program Life Cycle and Benefits Management
    • Governance across the Life Cycle
  • Program Life Cycle Phases
    • Pre-Program Preparations
    • Initiation and the Program Charter
    • Program Set Up
    • Delivery of Benefits
    • Program Close
  • Common Program Management Interactions
    • Product Owner or Onsite Customer
    • Prioritization
    • Governance
    • Review and Responsibility *
  • Program Management Process Groups
    • Initiating *
    • Planning *
    • Executing *
    • Monitoring and Controlling *
    • Closing *

Unit 4: Program Integration Management

  • Program Initiation
    • Determining a Program
    • Assessing Alignment *
    • Assigning Business Ownership
    • Program Work Breakdown Structure
  • Program Management Plan *
    • Scope of the Program Management Plan
    • Revisions and Changes to Plan
    • Program Management Plan Template
  • Define Program Infrastructure
    • Controlled Project Interaction
  • Direct and Manage Program Execution
  • Monitor and Control Program Performance
  • Manage Program Issues *
  • Close Program

Unit 5: Program Scope

  • Goals and Objectives of Program
  • Define Program Scope
    • Minimum Marketable Product (MMP)
    • Reality Check
  • Program Requirements
    • Requirements Allocation
    • Overlap and Redundancy
  • Define and Manage Program Architecture *
  • Manage Component Interfaces
  • Monitor and Control Program Scope*

Unit 6: Program Financial Management

  • Program Financial Framework
    • Order of Magnitude Change
    • Types of Expenditures
  • Program Financial Plan
    • Contract, Consulting, and Off-Shoring
  • Monitor and Control

Unit 7: Other Program Knowledge Areas

  • Time Management
  • Cost Management
    • Assessing Indirect Costs
    • Assessing Program Costs
    • Activity-Based Costing
  • Program Risk Management
    • SWOT Analysis *
    • Confrontation Matrix
    • Contingency
  • Resource Management
  • Quality Management *
  • Program Communication Management
    • Cross Project Communication
    • Project Reporting
    • Information Distribution
  • Procurement Management *
    • Optimize Purchasing Costs – Kraljic Matrix
  • Stakeholder Management
    • Program vs. Project Stakeholders
    • Managing Program Stakeholder Expectations

Unit 8: Program Governance

  • Establish Governance Structure *
  • Approve Component Initiation and Roll Out
  • Governance Functioning
  • Monitor and Control Program Changes
    • Variance Analysis
    • Performance Measurement
    • Earned Value Management
  • Component Transition

Unit 9: Benefits Realization

  • Benefits Realization Process
    • FRS Delivery of Program Benefits
    • Key Terms
  • Planning for Benefits
    • Benefits Realization Plan
    • Key Performance Indicator
  • Tracking and Realizing Benefits
    • Benefits Register
    • Realization of Business Benefits

Unit 10: The Bottom Line

  • Ideas to Use
  • Where to Go for More Information

* Topic includes a participant activity such as class discussion, individual exercise, pair activity, or group workshop; activities include development of approaches to use in choosing or deciding on an agile adoption approach.

Please Contact Your ROI Representative to Discuss Course Tailoring!