1. Intorduction
1.1. 1.1 Purpose of The Standard for Program Management
1.1.1. 1.2 What Is a Program?
1.1.1.1. 1.2.1 Initiation of Programs
1.1.1.2. 1.2.2 The Relationships among Portfolios, Programs, Operations, and Projects
1.1.2. 1.3 What Is Program Management?
1.1.3. 1.4 The Relationships among Organizational Strategy, Program Management, Portfolio Management, and Operations Management
1.1.4. 1.5 Organizational Business Value
1.1.5. 1.6 Role of the Program Manager
1.1.5.1. 1.6.1 Program Manager Competencies
1.1.6. 1.7 Role of the Program Sponsor
1.1.7. 1.8 Role of the Program Management Office
1.1.8. 1.9 Program and Project Distinctions
1.1.8.1. 1.9.1 Uncertainty
1.1.8.2. 1.9.2 Managing Change
1.1.8.3. 1.9.3 Complexity
1.1.9. 1.10 Portfolio and Program Distinctions
1.2. Sample
1.3. How to add assets
1.4. Editing Best Practices
2. Program Management Principles
2.1. 2.1 Stakeholders
2.2. 2.2 Benefits Realization
2.3. 2.3 Synergy
2.4. 2.4 Team of Teams
2.5. 2.5 Change
2.6. 2.6 Leadership
2.7. 2.7 Risk
2.8. 2.8 Governance
3. Program Management Performance Domains
3.1. 3.2 Program Management Performance Domain Interactions
3.2. 3.3 Strategic Alignment
3.3. 3.3 Strategic Alignment
3.3.1. • 3.3.1 **Program Business Case:** This foundational element outlines the justification and rationale for the program. It includes details on the problem statement, proposed solution, expected benefits, and financial implications.
3.3.2. • 3.3.2 **Program Charter:** A formal document authorizing the program and defining its scope, objectives, and governance structure.
3.3.3. • 3.3.3 **Program Management Plan:** A comprehensive document outlining the strategies, processes, and resources required to execute the program successfully.
3.3.4. • 3.3.4 **Environmental Assessments:** Analyzing the internal and external factors influencing the program, including:
3.3.4.1. ○ 3.3.4.1 **Enterprise Environmental Factors:** Organizational culture, structure, infrastructure, and other relevant elements.
3.3.4.2. ○ 3.3.4.2 **Environmental Analysis:** Evaluation of external factors like market trends, regulatory landscape, and competitive environment.
3.3.5. • 3.3.5 **Program Risk Management Strategy:** A proactive approach to identifying, assessing, and mitigating potential risks to the program, encompassing:
3.3.5.1. ○ 3.3.5.1 **Risk Management for Strategic Alignment:** Ensuring risk mitigation aligns with program objectives.
3.3.5.2. ○ 3.3.5.2 **Program Risk Thresholds:** Defining acceptable risk levels for the program.
3.3.5.3. ○ 3.3.5.3 **Initial Program Risk Assessment:** Identifying and prioritizing potential risks at the program's inception.
3.3.5.4. ○ 3.3.5.4 **Program Risk Response Strategy:** Developing strategies to address identified risks.
3.3.6. 3.3.6 Interactions with Program Management Principles and Other Program Management Performance Domains: Emphasizes the interconnectedness of strategic alignment with other program management aspects.
3.4. 3.4 Benefits Management
3.5. 3.4.1 Benefits Identification
3.5.1. 3.4.1.1 Benefits Register
3.5.2. 3.4.2 Benefits Analysis and Planning
3.5.3. 3.4.2.1 Benefits Management Plan
3.5.4. 3.4.2.2 Benefits Management and the Program Roadmap
3.5.5. 3.4.2.3 Benefits Register Update
3.5.6. 3.4.3 Benefits Delivery
3.5.7. 3.4.3.1 Benefits and Program Components
3.5.8. 3.4.3.2 Benefits and Governance Framework
3.5.9. 3.4.4 Benefits Transition
3.5.10. 3.4.5 Benefits Sustainment
3.5.11. 3.4.6 Interactions with Program Management Principles and Other Program Management Performance Domains