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Figure 4-4 Program initiating has three processes
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Authorize program projects This is a special process in that it can happen at any time throughout the program except for the program closure This process allows program projects to be launched Initiate the program team This process allows the program manager to acquire and assign program management team personnel to the program to ensure that the program work is planned and executed as required That s it for the initiating process group Well, that s it for now You ll learn all the details about these three processes in 5 For starters, just know that the initiating process group allows the program and the component projects to get started and provides the initial staffing for the program management team
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Exploring the Planning Process Group
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The purpose of planning anything is to determine how to reach a desired end result; it s no different in program management planning The processes you ll encounter in the planning process group guide the program management team to the right decisions about the desired direction of the program and determine the actions required to reach the desired program objectives Planning is not a one-time activity but rather an iterative process throughout the program The program manager, the program management team, and other key stakeholders may revisit the planning activities as often as needed throughout the program As new issues, change requests, and risks are encountered over the life of the program, the first approach to responding to these conditions is to fall back on planning NOTE Planning ends only when the program moves into the closing process group
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The point of planning is to assemble the program management plan I say assemble, because the program management plan is rarely, if ever, one giant plan, but instead a collection of subsidiary plans Figure 4-5 depicts the 14 program management processes that the program management plan addresses The program management plan defines many things for the program manager and the key stakeholders: Defines the organization of the program and its projects Provides a program work breakdown structure (PWBS) that visualizes the program deliverables and the work required to satisfy the program scope Identifies internal and external resources to satisfy the program scope Defines the program scope, the required technologies, the program risks, and the costs for delivery of the program requirements Establishes the program schedule and identifies the milestones of the program life cycle
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4: Exploring Program Management
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PART II
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Figure 4-5
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There are 14 program management planning processes
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Provides a program budget and monetary plan to invest the organization s funds in the program on a timeline based on milestones and program deliverables Provides a quality assurance policy for the program Includes readily identified metrics and systems to measure the program performance, benefits delivery, benefits realization, and program sustainment Provides a stakeholder communication management plan Incorporates a risk management approach Includes procedures for all aspects of procurement management The program management plan will move through rounds of planning, sometimes called progressive elaboration As changes are expected within a program, approved changes move through an integration management process This means that the approved program changes are fleshed into the scope, into the program work breakdown structure, and into the corresponding plan where needed Each program change is considered on its own merits, its benefits, and how the proposed change may affect each area of the program
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Executing Process Group
When you get right down to it, all of the planning doesn t mean squat if the program isn t executed Plans are great, are mandatory, and direct the project but it s the execution that gets the thing done This process group is about doing The executing process group executes the program management plan and its subsidiary plans to do the work that will get the program from here to that dreamy, desired future state Figure 4-6 shows the seven program executing processes While the focus of the process group is about getting the program work done right the first time, there s also a correlating management focus The executing processes support the program plans and aim to accomplish benefits management, stakeholder management, and program governance It s during this process group that the program team is officially assembled and developed The program manager works with the program management team, project managers, and internal and external resources to deliver on the promises made in the program management plan Many, if not all, of these folks are going to be involved in the planning process, so they should already have a good grasp on what activities they ll be doing in the program and a clear understanding of what expectations for delivery are placed upon them NOTE When it comes to the executing process group, it s all about executing the program management plans Any plan you ve created now is executed It s not rocket science and it s not brain surgery, but it is, I suppose, a bit of rocket surgery As you may suspect, the execution of the program management plan means that time and monies will be actually committed to program deliverables in the form of project budgets, staffing, and a schedule of the work Correct! It s in this process group that the program management team manages the costs, assures the quality of the program deliverables, and maintains the program schedule One of the processes in this
Figure 4-6
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