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Perspectives on Program Management and Project Management

Perspectives on Program Management and Project Management. Michael Corriere, Ph.D., PMP. Key areas of Program Management. Governance Management Financial Management Infrastructure Planning. Programs....Project vs. Process. A project is a temporary, (rather) unique endeavor

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Perspectives on Program Management and Project Management

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  1. Perspectives on Program Management and Project Management Michael Corriere, Ph.D., PMP

  2. Key areas of Program Management • Governance • Management • Financial Management • Infrastructure • Planning

  3. Programs....Project vs. Process A project is a temporary, (rather) unique endeavor Projects include specific attributes Not everything is a project – routine, repeated activities are not – they are often termed processes Project management can take advantage of various PM methods, techniques, and tools

  4. Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and (thus) satisfying the project’s sponsor!

  5. Key areas of Project Management • Scope Management • Time Management • Cost Management • Quality Management • Communications Management • Risk Management • Change Control Management • Procurement Management • Integration Management

  6. Project Management Plan A formal approach in developing a “Roadmap” for the project Not a strategic plan Good planning depends on having an effective system for determining: Where you are Where you want to go Defining best way to get there

  7. Project Management Tools

  8. Project Management Processes • Initiation Stage • Planning Stage • Execution Stage • Monitoring and Controlling • Closing Stage

  9. Initiation Stage • Define the project in terms of goals, time, resources and sponsorship. • The project manager should negotiate improvements to the project charter until it provides the guidance and organizational commitment needed to, in the project manager's view, make the project a success.

  10. Planning Stage • Resource Planning • Work Breakdown Structure • Project Schedule Development • Configuration Management Plan • Quality Assurance Plan • Production Support Plan • Service Level Agreement • System Design

  11. Execution Stage • Processes used to complete the work defined in the PMP • Coordinating resources • Integrating and performing activities of the project

  12. Monitoring and Controlling • A project schedule empowers a Project Manager to: • Manage the time, cost, and resources of the project • Assess the progress of the project against the baseline • Assess and communicate the impact of issues and change management • Forecast and what-if scenarios

  13. Closing Stage • Contractual Closeout • Post Production Transition • Lessons Learned

  14. Why do projects fail? • Scope creep • Poor requirements gathering • No Functional input in planning • Lack of sponsorship • Unrealistic planning and scheduling/Impossible schedule commitments • Lack of resources • Communication • Procurement Issues

  15. Additional Resources • Project Management Institute – http://www.PMI.org • Project Management Body of Knowledge - PMI

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