8/8 PROGRAM ACTIVITIES SUMMARY

 

Life Cycle of a Program

The PMI-PgMP 4th Edition Standard outlines the comprehensive and strategic approach required for effective program management. It emphasizes the importance of thorough planning across various domains of a program, which are organized into activities that span the entire life cycle of a program:

1. Program Definition Phase Activities: 

   - Establishes the program’s business case and alignment with organizational strategy.

   - Includes Program Formulation and Program Planning phases.

   

2. Program Delivery Phase Activities: 

   - Encompass tasks like change control, reporting, information distribution, cost management, procurement, quality, and risk management, which are continuous and vital for monitoring and controlling the program.

3. Program Closure Phase Activities: 

   - Occurs when the program components have delivered all outputs, or the program needs an early closure. It involves releasing program resources and transitioning remaining outputs and assets to ongoing organizational activities.

4. Specific Planning Activities include:

                                 

1.  Change Management: Planning for changes and their impacts on the program.
2.  Communications Management: Establishing a plan for internal and external communication within the program.
3.  Cost Estimation: Creating cost estimates considering various factors, and providing guidelines for component-level cost estimation.
4.  Financial Framework (a) & Management (b): Establishing and managing the program’s financial structure, including funding sources, budget, and cost control.
5.  Information Management: Planning how program data and information will be prepared, collected, organized, and secured.
6.  Procurement Management: Preparing to acquire necessary products and services.
7.   Quality Management: Identifying and aligning quality standards across the program, ensuring it meets its objectives while adhering to quality requirements.
8.   Resource Management: Ensuring effective allocation and use of resources (people, equipment, materials) across the program’s components.
9.    Risk Management: Establishing a structured approach to identifying, analyzing, and responding to risks in the program.
10.    Schedule Management: Defining the order, timing, and significant milestones needed to produce program benefits.
11.    Scope Management: Aligning and planning the program’s scope to ensure delivery of expected benefits.

7/8 PROGRAM LIFE CYCLE MANAGEMENT SUMMARY

Program Life Cycle Management is a performance domain that oversees program definition, delivery, and closure activities. Programs align strategic goals with components like projects and subsidiary programs. The program life cycle consists of three phases: Program Definition, Program Delivery, and Program Closure.

6/8 PROGRAM GOVERNANCE MANAGEMENT SUMMARY

Program Governance in the PMI-PGMP (Program Management Professional) standard refers to the structured framework, functions, and processes by which a program is monitored, managed, and supported to meet organizational strategic and operational goals. It is a critical aspect of program management that ensures alignment between the program’s goals and the organization’s strategic vision. 

5/8 PROGRAM STAKEHOLDER ENGAGEMENT SUMMARY

Program Stakeholder Engagement

This performance domain is focused on identifying, analyzing, and managing stakeholder needs, expectations, and communications to foster support for the program. Stakeholders, who may be internal or external to the program, can have varying levels of impact and influence on the program’s outcome. 

4/8 PROGRAM BENEFIT MANAGEMENT SUMMARY

The Program Benefits Management section in the PMI-PgMP (Program Management Professional) Standard 4th Edition outlines the processes and activities involved in defining, creating, maximizing, and delivering the benefits provided by a program. It is central to program success and focuses on aligning the program’s planned benefits with the organization’s goals and objectives. 

3/8 PROGRAM STRATEGY ALIGNMENT SUMMARY

The "Program Strategy Alignment" section in the PMI-PgMP book outlines the systematic approach to aligning a program’s outputs and outcomes with an organization's strategic goals and objectives. This alignment is crucial for ensuring that the program not only meets its objectives but also contributes positively to the organisation's broader goals. 

Key components of this alignment include:

2/8 PROGRAM MANAGEMENT PERFORMANCE DOMAINS SUMMARY

Program Management Performance Domains are groupings of related activities in program management. They include:

1. Program Strategy Alignment: Aligns program outputs with organizational goals.
2. Program Benefits Management: Defines and maximizes the program's benefits.
3. Program Stakeholder Engagement: Manages stakeholder needs, expectations, and communications.
4. Program Governance: Enables decision-making, establishes practices, and maintains oversight.
5. Program Life Cycle Management: Manages activities from program definition to closure.

Organizations initiate programs to achieve objectives and introduce changes, such as new products or services. These changes are managed within the five domains mentioned above. The domains are interconnected and run concurrently throughout the program's duration. The program manager's role involves working within these domains, adjusting to the program's complexity, and managing uncertainties.

1/8 INTRODUCTION PROGRAM MANAGEMENT SUMMARY

The "Standard for Program Management - Fourth Edition" memberikan panduan mengenai prinsip-prinsip manajemen program. Dokumen ini menyediakan definisi yang diterima secara umum tentang program dan manajemen program, serta konsep-konsep penting yang mendukung kesuksesan mereka, seperti domain kinerja manajemen program, siklus hidup program, dan prinsip, praktik, serta aktivitas penting dalam manajemen program.

Edisi ini mengembangkan dan menjelaskan konsep-konsep yang telah disajikan dalam edisi sebelumnya dan sejalan dengan standar inti dan panduan yang dikeluarkan oleh Project Management Institute (PMI), termasuk "A Guide to the Project Management Body of Knowledge(PMBOK)" dan "The Standard for Portfolio Management(PfMP)".

Beberapa pembahasan dalam Bab Introduction ini, diantaranya:

• 1.1 Purpose of The Standard for Program Management
• 1.2 What Is a Program?
• 1.3 What Is Program Management?
• 1.4 The Relationships between Portfolio, Program, and Project Management, and their Roles in Organizational Project Management (OPM)
• 1.5 The Relationships between Organizational Strategy, Program Management, and Operations Management
• 1.6 Business Value
• 1.7 Role of the Program Manager
• 1.8 Role of the Program Sponsor
• 1.9 Role of the Program Management Office

How to Pass PgMP Certification ?

Becoming a Program Management Professional (PgMP) requires a combination of education, experience, and passing an exam. Here are some steps you can follow to help prepare for and pass the PgMP certification:

1. Review the PgMP Handbook and the PMI's Guide to the Program Management Body of Knowledge (PgMBoK) to understand the requirements and expectations of the certification.
2. Acquire the required education and experience. You will need a minimum of 4,500 hours of experience leading and directing programs and a bachelor's degree or equivalent.
3. Study the PgMBoK thoroughly and become familiar with the key concepts and terminology. Consider taking a training course or using study materials to help you prepare for the exam.
4. Build a study plan and stick to it. Set aside dedicated time each week to review the PgMBoK and other study materials and practice answering sample questions.
5. Join a study group or find a study partner. Sharing your knowledge and experience with others can be a helpful way to reinforce your understanding and stay motivated.
6. Practice taking mock exams to become familiar with the format and types of questions you can expect on the actual exam.
7. On the day of the exam, arrive well-rested and relaxed. Be familiar with the testing center's policies and procedures, and bring the necessary identification and documentation.

By following these steps and dedicating yourself to preparing for the exam, you can increase your chances of passing the PgMP certification and advancing your career in program management.

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1 Pengenalan Program Management

 Tujuan utama dari Standard program management adalah untuk :

1. Prinsip-prinsip program management
2. Diakui secara umum
3. Praktek yang baik untuk program management 

Code Ethics dan perilaku profesional PMI di program management, mengacu kepada:

• Responsibility
• Respect
• Fairness
• Honesty

Apa itu (Program) Management:

Sesuai PMI®, "Program adalah sekelompok Proyek terkait yang dikelola dengan cara terkoordinasi untuk mendapatkan manfaat dan kontrol tidak tersedia dari mengelolanya secara individu saja.

Program meliputi:

• Proyek Terkait
• Program Subsidiary (turunan)
• Kegiatan Program

• Manajemen Program meningkatkan penyampaian manfaat dengan memastikan bahwa strategi dan rencana kerja komponen program adalah secara responsif disesuaikan dengan hasil komponen atau perubahan dalam arah dan strategi organisasi sponsor.

Program Component:

1. Projects

• Temporary endeavors were undertaken to create a unique product, service, or result.

• Projects generate outputs or outcomes required by the programs

2. Subsidiary Programs (Sub-programs)

Sponsored and conducted to pursue a subset of goals important to the primary program

3. Other Program-related activities

Are work processes or activities that are being conducted to support a program

 

PgMP Application Process Tips | Completing the Experience Summaries

Tips for Completing the Experience Summaries

• Your answers should be clear and concise and you should use proper English.
• Consider using a word processing application to write/type out your responses and then copy and paste your experience summaries into your application.
• Be sure to address all elements of the Option you select for each experience summary.