book

The Standard for Program Management - Fifth Edition

by Project Management Institute

April 2024

Intermediate to advanced

250 pages

5h 56m

English

Project Management Institute

Read now

Unlock full access

1.1. Purpose of The Standard for Program Management1.2. What Is a Program?1.2.1. Initiation of Programs1.2.2. The Relationships among Portfolios, Programs, Operations, and Projects1.3. What Is Program Management?1.4. The Relationships among Organizational Strategy, Program Management, Portfolio Management, and Operations Management1.5. Organizational Business Value1.6. Role of the Program Manager1.6.1. Program Manager Competencies1.7. Role of the Program Sponsor1.8. Role of the Program Management Office1.9. Program and Project Distinctions1.9.1. Uncertainty1.9.2. Managing Change1.9.3. Complexity1.10. Portfolio and Program Distinctions
2.1. Stakeholders2.2. Benefits Realization2.3. Synergy2.4. Team of Teams2.5. Change2.6. Leadership2.7. Risk2.8. Governance
3.1. Program Management Performance Domain Definitions3.2. Program Management Performance Domain Interactions3.3. Strategic Alignment3.3.1. Program Business Case3.3.2. Program Charter3.3.3. Program Management Plan3.3.4. Environmental Assessments3.3.5. Program Risk Management Strategy3.3.6. Interactions with Program Management Principles and Other Program Management Performance Domains3.4. Benefits Management3.4.1. Benefits Identification3.4.2. Benefits Analysis and Planning3.4.3. Benefits Delivery3.4.4. Benefits Transition3.4.5. Benefits Sustainment3.4.6. Interactions with Program Management Principles and Other Program Management Performance Domains3.5. Stakeholder Engagement3.5.1. Program Stakeholder Identification3.5.2. Program Stakeholder Analysis3.5.3. Program Stakeholder Engagement Planning3.5.4. Program Stakeholder Engagement3.5.5. Program Stakeholder Communications3.5.6. Interactions with Program Management Principles and Other Program Management Performance Domains3.6. Governance Framework3.6.1. Governance Framework Practices3.6.2. Governance Framework Roles3.6.3. Governance Framework Design and Implementation3.6.4. Interactions with Program Management Principles and Other Program Management Performance Domains3.7. Collaboration3.7.1. Collaboration Factors Impacting Program Success3.7.2. Collaboration for Benefits and Value Delivery Planning3.7.3. Program Components and Activities Collaboration3.7.4. Interactions with Program Management Principles and Other Program Management Performance Domains3.8. Life Cycle Management3.8.1. Program Definition Phase3.8.2. Program Delivery Phase3.8.3. Program Closure Phase3.8.4. Interactions with Program Management Principles and Other Program Management Performance Domains
4.1. Program Integration Management4.1.1. Program Integration Management Activities4.1.2. Mapping of the Program Life Cycle to Program Activities4.2. Program Definition Phase Activities4.2.1. Program Formulation Activities4.2.2. Program Planning Phase Activities4.3. Program Delivery Phase Activities4.3.1. Program Delivery Management4.3.2. Program Performance Management4.3.3. Benefits Sustainment and Program Transition4.3.4. Program Change Management4.3.5. Program Communications Management4.3.6. Program Financial Management4.3.7. Program Information Management4.3.8. Program Procurement Management4.3.9. Program Quality Assurance and Control4.3.10. Program Resource Management4.3.11. Program Risk Management4.3.12. Program Schedule Management4.3.13. Program Scope Management4.4. Program Closure Phase Activities4.4.1. Program Closeout4.4.2. Program Financial Closure4.4.3. Program Information Archiving and Transition4.4.4. Program Procurement Closure4.4.5. Program Resource Transition4.4.6. Program Risk Management Transition

X1.1. Program Infrastructure DevelopmentX1.2. Program Change AssessmentX1.3. Program Communications AssessmentX1.4. Program Initial Cost EstimationX1.5. Program Information Management AssessmentX1.6. Program Procurement AssessmentX1.7. Program Quality AssessmentX1.8. Program Resource Requirements EstimationX1.9. Program Initial Risk AssessmentX1.10. Program Schedule AssessmentX1.11. Program Scope AssessmentX1.12. Program Change Management PlanningX1.13. Program Communications Management PlanningX1.14. Program Cost EstimationX1.15. Program Financial Framework EstablishmentX1.16. Program Financial Management PlanningX1.17. Program Procurement Management PlanningX1.18. Program Quality Management PlanningX1.19. Program Resource Management PlanningX1.20. Program Risk Management PlanningX1.21. Program Schedule Management PlanningX1.22. Program Scope Management PlanningX1.23. Program ReportingX1.24. Program Cost BudgetingX1.25. Component Cost Estimation
X2.1. About This AppendixX2.2. ObjectivesX2.3. ApproachX2.3.1. Format and LayoutX2.3.2. Program Management ContentX2.3.3. Building on the Previous EditionsX2.4. Overview of SectionsX2.4.1. Section 1: IntroductionX2.4.2. Section 2: Program Management PrinciplesX2.4.3. Section 3: Program Management Performance DomainsX2.4.4. Section 3.3: Strategic AlignmentX2.4.5. Section 3.4: Benefits ManagementX2.4.6. Section 3.5: Stakeholder EngagementX2.4.7. Section 3.6: Governance FrameworkX2.4.8. Section 3.7: CollaborationX2.4.9. Section 3.8: Life Cycle ManagementX2.4.10. Section 4: Program ActivitiesX2.4.11. Appendix X1
X3.1. ContributorsX3.2. Staff

Content preview from The Standard for Program Management - Fifth Edition

4 Program Activities

Program activities are tasks conducted to support a program throughout its life cycle. This section includes:

4.1 Program Integration Management

4.2 Program Definition Phase Activities

4.3 Program Delivery Phase Activities

4.4 Program Closure Phase Activities

All work performed in a program for the purpose of overall program management is collectively known as program activities. Typically, program activities are interdependent and complementary, since the deliverables produced from one particular activity may be necessary to perform another activity. The names and descriptions of these activities may appear to be similar to those of project activities or processes; however, their content, scope, and complexity are different. ...

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

Start your free trial

The Standard for Program Management — Fourth Edition

Project Management Institute

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH)

Project Management Institute

Project Management, Sixth Edition

G. Michael Campbell

Project Management For Dummies, 6th Edition

Jonathan L. Portny, Stanley E. Portny

Publisher Resources

ISBN: 9781628258158

4

Program Activities

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,and much more.

You might also like

The Standard for Program Management — Fourth Edition

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH)

Project Management, Sixth Edition

Project Management For Dummies, 6th Edition

Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.