The Standard for Program Management — Fourth Edition

The Standard for Program Management — Fourth Edition

by Project Management Institute
Released October 2017
Publisher(s): Project Management Institute
ISBN: 9781628253931

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Book description

Programs have proven to be vital when implementing strategic initiatives—and are ultimately critical to organizational success. When program managers group and coordinate related projects, organizations experience benefits not possible when those projects are managed individually.

Brought to you by the Project Management Institute (PMI) and filled with the latest information and knowledge, The Standard for Program Management – Fourth Edition is the definitive guide for individuals and organizations seeking to mature their program management practices. It is a principle-based standard, making it a powerful tool for a broad range of organizations, regardless of project delivery approach.

The Standard for Program Management – Fourth Edition provides clear, complete, relevant information generally recognized as good practices for most programs, most of the time. It’s an invaluable tool for anyone who works with programs, from portfolio, program and project managers to project stakeholders and senior managers.

Like all PMI standards, The Standard for Program Management – Fourth Edition was developed by a diverse group of subject matter experts and, in this case, many of them were practicing program managers. This foundational standard has undergone a rigorous review process, is aligned with other PMI foundational standards, and is approved by the American National Standards Institute (ANSI).

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Notice
  5. Table of Contents
  6. List of Tables and Figures
  7. 1. Introduction
    1. 1.1. Purpose of the Standard for Program Management
    2. 1.2. What is a Program?
      1. 1.2.1. Initiation of Programs
      2. 1.2.2. The Relationships among Portfolios, Programs, and Projects
    3. 1.3. What is Program Management?
    4. 1.4. The Relationships among Portfolio, Program, and Project Management, and their Roles in Organizational Project Management (OPM)
      1. 1.4.1. The Interactions among Portfolio, Program, and Project Management
      2. 1.4.2. The Relationship between Program Management and Portfolio Management
      3. 1.4.3. The Relationship between Program Management and Project Management
    5. 1.5. The Relationships among Organizational Strategy, Program Management, and Operations Management
    6. 1.6. Business Value
    7. 1.7. Role of the Program Manager
      1. 1.7.1. Program Manager Competences
    8. 1.8. Role of the Program Sponsor
    9. 1.9. Role of the Program Management Office
  8. 2. Program Management Performance Domains
    1. 2.1. Program Management Performance Domain Definitions
    2. 2.2. Program Management Performance Domain Interactions
    3. 2.3. Organizational Strategy, Portfolio Management, and Program Management Linkage
    4. 2.4. Portfolio and Program Distinctions
    5. 2.5. Program and Project Distinctions
      1. 2.5.1. Uncertainty
      2. 2.5.2. Managing Change
      3. 2.5.3. Complexity
  9. 3. Program Strategy Alignment
    1. 3.1. Program Business Case
    2. 3.2. Program Charter
    3. 3.3. Program Roadmap
    4. 3.4. Environmental Assessments
      1. 3.4.1. Enterprise Environmental Factors
      2. 3.4.2. Environmental Analysis
    5. 3.5. Program Risk Management Strategy
      1. 3.5.1. Risk Management for Strategy Alignment
      2. 3.5.2. Program Risk Thresholds
      3. 3.5.3. Initial Program Risk Assessment
      4. 3.5.4. Program Risk Response Strategy
  10. 4. Program Benefits Management
    1. 4.1. Benefits Identification
      1. 4.1.1. Benefits Register
    2. 4.2. Benefits Analysis and Planning
      1. 4.2.1. Benefits Management Plan
      2. 4.2.2. Benefits Management and the Program Roadmap
      3. 4.2.3. Benefits Register Update
    3. 4.3. Benefits Delivery
      1. 4.3.1. Benefits and Program Components
      2. 4.3.2. Benefits and Program Governance
    4. 4.4. Benefits Transition
    5. 4.5. Benefits Sustainment
  11. 5. Program Stakeholder Engagement
    1. 5.1. Program Stakeholder Identification
    2. 5.2. Program Stakeholder Analysis
    3. 5.3. Program Stakeholder Engagement Planning
    4. 5.4. Program Stakeholder Engagement
    5. 5.5. Program Stakeholder Communications
  12. 6. Program Governance
    1. 6.1. Program Governance Practices
      1. 6.1.1. Program Governance Plan
      2. 6.1.2. Program Governance and Vision and Goals
      3. 6.1.3. Program Approval, Endorsement, and Definition
      4. 6.1.4. Program Success Criteria
      5. 6.1.5. Program Monitoring, Reporting, and Controlling
      6. 6.1.6. Program Risk and Issue Governance
      7. 6.1.7. Program Quality Governance
      8. 6.1.8. Program Change Governance
      9. 6.1.9. Program Governance Reviews
      10. 6.1.10. Program Periodic Health Checks
      11. 6.1.11. Program Component Initiation and Transition
      12. 6.1.12. Program Closure
    2. 6.2. Program Governance Roles
      1. 6.2.1. Program Sponsor
      2. 6.2.2. Program Steering Committee
      3. 6.2.3. The Program Management Office
      4. 6.2.4. Program Manager
      5. 6.2.5. Project Manager(s)
      6. 6.2.6. Other Stakeholders
    3. 6.3. Program Governance Design and Implementation
  13. 7. Program Life Cycle Management
    1. 7.1. The Program Life Cycle
      1. 7.1.1. Program Life Cycle Phases Overview
      2. 7.1.2. Program Definition Phase
      3. 7.1.3. Program Delivery Phase
      4. 7.1.4. Program Closure Phase
    2. 7.2. Program Activities and Integration Management
      1. 7.2.1. Program Activities Overview
      2. 7.2.2. Program Integration Management
      3. 7.2.3. Mapping of the Program Life Cycle to Program Activities
  14. 8. Program Activities
    1. 8.1. Program Definition Phase Activities
      1. 8.1.1. Program Formulation Activities
      2. 8.1.2. Program Planning Phase Activities
    2. 8.2. Program Delivery Phase Activities
      1. 8.2.1. Program Change Monitoring and Controlling
      2. 8.2.2. Program Communications Management
      3. 8.2.3. Program Financial Management
      4. 8.2.4. Program Information Management
      5. 8.2.5. Program Procurement Management
      6. 8.2.6. Program Quality Assurance and Control
      7. 8.2.7. Program Resource Management
      8. 8.2.8. Program Risk Monitoring and Controlling
      9. 8.2.9. Program Schedule Monitoring and Controlling
      10. 8.2.10. Program Scope Monitoring and Controlling
    3. 8.3. Program Closure Phase Activities
      1. 8.3.1. Program Financial Closure
      2. 8.3.2. Program Information Archiving and Transition
      3. 8.3.3. Program Procurement Closure
      4. 8.3.4. Program Resource Transition
      5. 8.3.5. Program Risk Management Transition
  15. References
  16. Appendix X1. Fourth Edition Changes
  17. Appendix X2. Contributors and Reviewers for the Standard for Program Management—Fourth Edition
  18. Glossary

Product information

  • Title: The Standard for Program Management — Fourth Edition
  • Author(s): Project Management Institute
  • Release date: October 2017
  • Publisher(s): Project Management Institute
  • ISBN: 9781628253931