Nine knowledge areas span the five process groups in Software

Printing Code 39 Full ASCII in Software Nine knowledge areas span the five process groups

Nine knowledge areas span the five process groups
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PART III
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Once the program stakeholders are in agreement on the program scope, the program can be officially chartered The program charter is a document created and signed by an organizational steering committee or a portfolio management body The charter links the program to the ongoing work of the organization and often describes the program vision The program vision describes the conditions that signal the program is complete and has reached its objectives
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Authorizing Projects
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I know you know that programs are composed of projects Projects are the individual components that help a program reach its cost, schedule, and scope objectives This process has four activities within program integration management: Developing a business case for each project to secure project funding Assigning a project manager Communicating project information to the appropriate stakeholders Implementing a program governance structure to track project progress and benefit delivery While programs do oversee projects, the program manager does not get wrapped up in the day-to-day business of project management That s the project manager s job This isn t to say that the program manager doesn t get involved at all with the program projects, but rather the program manager relies on the project manager to manage the projects without the constant oversight of the program manager NOTE Projects can be initiated at any phase of the program except during the closing phase
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Developing the Program Management Plan
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Program integration management moves the program into the planning processes once the program has been chartered The program management plan process is a bit deceptive in this knowledge area While it s true that developing the program management plan is a planning process, the specific program plans are unique to each knowledge area For example, communications planning creates the communications management plan, quality planning creates the quality management plan, and so on This process actually addresses three specific types of program planning: Interface planning This planning process identifies and documents all the relationships within the program, external to the program, and between programs within an organizational portfolio This planning helps to identify all of the coordination, logistics, and communication channels the program must interact with This process creates the interface management plan
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10: Program Knowledge Areas
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Transition planning Programs do not last forever (thankfully) This process aims to define how the program s deliverables will be transferred from the program ownership to the organizational operations It defines how the program team members will transfer the deliverables to the ongoing activities of maintaining, using, and supporting the program benefits for the organization The program transfer is a formal, documented, and often contract-based process This planning process creates the transition plan and the transfer agreement Resource planning This iterative planning process defines all of the people, materials, equipment, facilities, and other program resources needed to satisfy the program scope Resource planning also defines how the identified resources can best be used across the program for maximum return on program investment Resource planning creates the resource management plan and a list of all required resources The program integration management planning processes are iterative activities As conditions shift, changes are proposed, and other fluctuations within the program occur, the program manager and the program team will revisit these processes and update each respective plan
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PART III
Directing and Executing the Program
In program management, and often in life, nothing ever happens until someone does something This program integration management process delivers the program s benefits It is the execution of the program s plan to create the benefits the customer expects As planning has created the direction for the program, now the program management team, the project managers, and the project team members do their work to deliver on the program s promises This process will create three things: Change requests All change requests have to be documented before entering their appropriate change control system Work results The execution of the program management plan will result in deliverables, benefits, documentation, and other outputs Program termination requests If a program is not performing well or there are conditions outside of the program s control, such as a law or regulation, the program may be terminated It s this process where corrective and preventive actions will be folded into the program work Recall that corrective actions are sometimes referred to as defect repair, and preventive actions are sometimes the avoidance risk response Approved changes to the program scope will also be implemented in the executing process
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