Introduction to Program Management

Course details

• The relationship between program and project management can be thought of in terms of climbing a ladder. Program management is the subsequent rung after project management. For example, project managers regularly balance many projects with varying deadlines and responsibilities all at the same time. In a similar way, program managers must balance multiple programs, consisting of many different projects. When in a program management environment, there is an entirely new set of skills and knowledge a program manager must possess in order to be successful in this role. This course provides an introduction to program management and the roles and responsibilities required of the program manager. Specifically, learners will be introduced to the importance of program management and the value of a program manager to the success of an organization; the differences between project, program, and portfolio management, and the interactions among them. This course provides a foundational knowledge base reflecting the most up-to-date program management information, so learners can effectively put principles to work at their own organizations. This course will assist the learner in initial preparation for the PMI® Program Management certification exam. This course is aligned with The Standard for Program Management Second Edition, published by the Project Management Institute (PMI®), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
• identify the aims of The Standard for Program Management
• recognize the importance of programs and program management to the success of an organization
• distinguish between portfolio, program, and project management
• define portfolio, program, and project
• identify how the Program Management Office supports the program manager
• identify the responsibilities of a program manager
• recognize the skills required of a program manager
• classify examples of external influences on a program as organizational process assets, enterprise environmental factors, or enterprise external factors