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STANDARD FOR PROGRAM MANAGEMENT 3RD EDITION PDF

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Project Management InstituteThe Standard for Program DOWNLOAD PDF of The Standard for Program Management and PMBOK威 Guide— Third Edition. The standard is a companion for A Guide to the Project Management Body of Knowledge (PMBOK威 Guide) – Third Edition and builds on work postulated in the. NOTICE. The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document Development Framework – Third Edition.


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INTRODUCTION. 1. Purpose of The Standard for Program Management. 2. What Is a Program? 4. The Relationships Among Portfolios, Programs. The Standard for Program. Management – Third Edition. Update. Ray Mead PMP MBA,. Director, PM-Partners group. “PMI” is a registered trade and service. This freeware, non-commercial mind map (aligned with the newest version of The Standard for Program Management was carefully hand crafted with passion.

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Not enough bang for the buck. Paperback Verified Purchase. This book only has pages of material. It is written like an outline with lots of headlines, bullet points, and white space.

This book is easy to read, but I didn't realize it was such a thin textbook when I bought it. I'm keeping it because I am starting my first position in PM and need the industry standard. Kindle Edition Verified Purchase.

This book did a great job of defining what a PgMP is. It did a fair job of delineating differences between program and project management. Lacking in contextual real-life examples, as well as tables and figures. I gave it 4 stars because it is easy to understand and not a typical boring textbook.

As a program managers' guide this is an excellent book. Given a few hours of thought you can follow it along to a decent program office roll-out.

As a study guide for the PGMP exam, which is supposed to be based on the standard, you're going to be pretty confused. For the exam, the main take-aways from this standard are its constant references to: Those are the only parts you will recognize again on the exam. Of course you need to read the standard before taking the exam. Ironically, however, this standard is actually considerably more useful as an operational program management reference - which, of course, is what the standard is really meant for.

So kudos to the folks who put it together. Book arrived on time. PMI's books are very hard to read. It's like they are written to make the field look more like a 'science".

It is a science, but the book should be comprehensible to someone other than a professor that teaches it. Milosevec, Russ J. Martinelli, and James M. Waddell, ISBN: This is a decent reference to have around, but the book I just referenced is readble and much more comprehensive.

First, the general knowledge about defining a Program, Stakeholder management, and the Control and Governance of a Program was immediately useful.

While not directed at the Security space specifically, I found it as easy to map to the needs of the Security space as any other type of ongoing Program. The general approach assumes that your Program has a Start and a defined End, where as security Programs tend to be more of an ongoing evolution.

But if you think of your Point of Current as your start, and your 3 to 5 year vision as your Point in Time target or your end, the processes outlined can serve you well. While it's still a good tool for attacking insomnia, in my opinion you won't find it wordy or too dry.

I was pleasantly surprised at how easily I was able to identify the portions of the Standard that were directly relevant to my current Program needs, and how easy it was for me to lightly skim the sections that I felt less important, while still getting from it the basics out of even those parts.

The Standard for Portfolio Management – Fourth Edition PMI PMBOK - PDF

Third, I found the diagrams and charts provided clear and easy to understand. Several of them were in fact better than ones I was already using as visuals of processes I didn't really need the "help" on, and I decided to use them as a basis for several key process slides when addressing stakeholders, sponsors and customers.

Again, a lot of these processes may not be new ideas if you've been managing a Security Program, or any sort of Program for that matter for a good amount of time.

I think what I found particularly helpful was that the language used was easily understood by most business oriented types. It can be difficult to convey some Security issues to non practitioners, and I found that adopting some of the verbiage used in the Standard helped me to bridge some of those gaps with business leaders and customers. If you're a PMP or at least familiar with the content, processes and knowledge areas from the PMBOK version 4, then a lot of this may seem redundant at first glance.

Really though, the Standard does a pretty good job of adopting the same sort of current model and approach from the PMBOK version 4 to the Program space. It even does a better job in my opinion of explaining the relationship between Portfolios, Programs and Projects, and the scope of the organizations tasked with driving these beasts.

If you work in an environment where the PMBOK processes aren't followed with the rigor that PMI insists is so very critical, you may understand how difficult it can be to convince nay sayers of the value of those practices.

But even in that case, I think the processes and knowledge contained in the Standard can still be used to the benefit of your Program. I think the book is worth a look, especially at Amazon or other online site discount prices, or if your company reimburses your costs. I think there's something in here that can help most any Program.

Contrary to my own belief, this is actually not bad of a guide for program management. I definitely used this book and some of the references to create a deck that I presented to senior managers.

They found the content to be very useful. This book is well written and flows nicely. I didnt expect that I will actually like this book and use it for anything beyond just knowledge but I found that some of the graphics are helpful and can be used for presentations. That to me along with the deep and thorough practical examples made this book a 4 star. If you're looking at this book, then you probably already know It's kind of dry, but is absolutely necessary if you are planning to sit for the PgMP.

This won't be the book that you read for pleasure on your nightstand next to your bed. I've got a hardcopy and an electronic version. Prefer to flip through the hardcopy edition when I'm in my office and need to refer to the standard, but the e-book works well for me when I'm on the road.

I wish that Amazon offered a bundle of hardcopy and e-book for situations like this; I'd have used it for many books. One person found this helpful.

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The Standard for Program Management – Fourth Edition

This item: In fact, the management of program benefits has a life cycle of its own, which runs parallel to that of the program. Benefits management evolves as the program evolves through its phases. This relationship between program life cycle and the benefits management life cycle is illustrated in Figure To be successful, benefits management must begin when the program is initiated, in the Pre-Program Set Up and Program Set Up life cycle phases. There should be clear definition and agreement among stakeholders on the factors contributing to benefits, as well as a supporting structure and processes to help plan, manage, measure, track, and realize the benefits.

The benefits expected from each project should be defined in the project business case before the project is initiated, together with the benefit tracking and assessment processes. The Program Management and Technical Infrastructure phases should be established in such a way as to be capable of recording, tracking, and evaluating benefits in accordance with the benefits definition and assessment processes defined in the preceding phase.

Program Life Cycle and Benefits Management in time as well as the forecast for their ongoing value, reasons for any deviations, and recommendations on how gaps can be bridged. Program stakeholder management is a required function that starts with the identification and analysis of all stakeholders and spans all the life cycle phases of a program.

Each stakeholder can play a significant role in the success of any program. For this reason, the program management team must identify stakeholders early in the program life cycle, and then actively manage stakeholder expectations throughout all of the life cycle phases to ensure their continued support of the program. In many instances, a change to the program environment can add or remove stakeholders; the program manager must manage the stakeholder list throughout the lifetime of the program and take appropriate actions to handle expected or actual changes.

The use in this way of a formal program methodology constitutes a generally accepted practice for applying governance through a program. The phase-gate reviews are generally focused on strategic alignment, investment appraisal, monitoring and control of opportunities and threats, benefit assessment, and the monitoring of the program outcomes. In cases where the program was initiated as part of a portfolio, these reviews will be carried out within the context of the corresponding portfolio.

The phase-gate reviews, shown in Figure , are a recommended approach to aiding program control and program management, as well as facilitating program governance. Phase-gate reviews are carried out at key decision points in the program life cycle.

The Standard for Portfolio Management – Fourth Edition PMI PMBOK - PDF

The purpose of phase-gate reviews is to provide an objective check against the exit criteria of a completed phase to determine readiness to proceed to the next phase in the program life cycle. Phase-gate reviews are often based upon the core investment decisions within the life cycle. The focus of each phase-gate review is specific to the phase just completed by the program. In the case of phase-gate G5, shown throughout the graphics here, it is a convention to indicate confirmation of program closure.

Phase-gate reviews do not substitute for periodic program performance reviews that assess performance against expected outcomes and against the need to realize and sustain program benefits into the long term. These phases will apply to most programs most of the time. Between the phases are predefined milestones or phase-gate reviews, as introduced in the previous section.

The gate numbers shown correspond to the five previously mentioned gates. Program governance—using the governance mechanisms identified in Sections 1. Program governance provides an appropriate organizational structure and the policies and procedures to support program delivery through formal program reviews facilitated by the regular and phase-gate-based oversight of deliverables, performance, risks, and issues by the program board. Responsible for providing accurate and timely status reports and for reporting and escalating risks and issues as they are identified.

These policies are most often created by the program office with input from the steering committee and project teams. The policies provide a framework for all program activities. These reviews can also provide an opportunity for senior management to review critical program risks and issues. At each phase-gate review, the program may be approved to go forward to the next phase or may be cancelled. Additional review gates can be defined during the longest phase of the program, the delivering the incremental benefits phase, to monitor the progress of the constituent projects.

This selection process may range from a very informal one to a more formal, standardized approach.

Other books: FORCE PDF HEADER

Program management provides a focused effort to achieve the strategic objectives of the organization. Programs are more strategic in nature than projects.

As a result, in the Pre-Program Set Up phase, there is a significant need to show how the program would map to and deliver the strategic objectives through alignment of its constituent projects.

Programs are generally undertaken by organizations as a catalyst for some level of change. In this case, program plans should clearly show an understanding of and integration with generally accepted methods of organizational change management. During this phase, the program manager or executive sponsor also needs to consider and answer the question of why the expected business benefits would be best realized through a program rather than a project.

There should be a clear indication of the type of program being recommended and the criteria used to arrive at the recommendation.

The information required, and the orientation of the selection committee, may be significantly different from those of the stakeholders who will eventually benefit from the program. This fact may have an impact on the analysis and documentation required at this phase. Once the strategic area to be addressed is clearly understood, and the stakeholders with whom communication must be established are identified, then a high-level approach or plan needs to be developed.A Representative Program Life Cycle Supports the program manager and program team.

A program manager has been identified and the key input into this phase—a charter defining high-level scope, objectives, visions, and constraints—has been generated. Portfolio management focuses on assuring that programs and projects are viewed in priority for resource allocation i.

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