Course Description: Download course description |
| Chapter |
Title |
Description |
Duration
(Hrs) |
| Chapter 1 |
Introduction |
A standard is a collection of best practices that can be applied to most programs, most of the time. It provides a common framework for running programs. Concepts in the standard can be applied across various industries and their application is known to provide value to the organization. The standard helps an organization to create guidelines for how program are managed. |
2 |
| Chapter 2 |
Program Life Cycle and Benefits Management |
A program's primary purpose is to deliver benefits by developing new capabilities or enhancing existing capabilities. The structure and organization of a program should support its primary purpose. A lifecycle, which forms the structure for implementing programs, is a collection of phases. Projects are a part of these phases along with the effort in managing programs. |
2 |
| Chapter 3 |
Program Management Processes |
Program management processes address program related issues and are of much higher level work compared to project management processes that are of detailed work. There are a total of 47 processes that address program issues and these processes primarily address coordination of the outputs of the various projects within the program. |
2 |
| Chapter 4 |
Program Integration Management |
Program Integration management is about coordinating multiple components and multiple program management processes. Integration management is characterized by unification, centralization and coordination of various activities and deliverables. |
4 |
| Chapter 5 |
Program Scope Management |
Program Scope management is about identifying, documenting, managing and controlling the scope of the program. Program scope includes both the product scope as well as the work involved to build the product or the capability. |
4 |
| Chapter 6 |
Program Time Management |
Program Time Management includes scheduling the projects and the entities that make up the program. Scheduling involves determining the timelines and the sequence of the components. |
2 |
| Chapter 7 |
Program Cost Management |
Based on the Guide for Project Management Body of Knowledge 4th Edition. |
|
| Chapter 8 |
Program Quality Management |
Based on the Guide for Project Management Body of Knowledge 4th Edition. |
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| Chapter 9 |
Program Human Resources Management |
Based on the Guide for Project Management Body of Knowledge 4th Edition. |
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| Chapter 10 |
Program Communications Management |
Program communications management is about timely and appropriate generation, collection, distribution, storage, retrieval, and final disposition of program information. The processes that fall under communications management provide the link between people and information in the form of communications. |
3 |
| Chapter 11 |
Program Risk Management |
The processes that fall under risk management primarily are concerned with the identifying, analyzing and controlling uncertainties in the program. Program Risk is defined as an uncertain event or condition, if it occurs, has a negative or positive impact on program objectives such as cost, time, scope or quality. Risk is always in the future. |
4 |
| Chapter 12 |
Program Procurement Management |
Procurement management includes processes to purchase or acquire services, products from outside the performing organization. Procurement management also includes contract management and covers both buyer and seller perspectives. |
3 |
| Chapter 13 |
Program Financial Management |
Program Financial Management includes identifying sources of funding, integrating individual project budgets, developing an overall budget and controlling costs throughout the program lifecycle. |
2 |
| Chapter 14 |
Program Stakeholder Management |
Program stakeholders are individuals or organizations, internal or external to the organization, actively contributing in the program or only affected by the program or its outcome. They may have a positive or negative attitude towards the program. |
2 |
| Chapter 15 |
Program Governance |
Program governance is primarily concerned with providing a mechanism for decision making, oversight and alignment with organization strategy. This mechanism also ensures that the program sustains its potential to deliver its promised value. |
4 |
