KPM Consulting Corporation

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KPM Consulting Corporation

• Program Management Professional (PgMP)
• Certification
• Chris J. Kimball, PMP, PgMP

Chris J. Kimball
Chris J. Kimball
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Agenda

• Overview of KPM Consulting Corporation
• An Introduction to Program Management
• Themes of Program Management
• Program Management Life Cycle
• Program Management Processes
• Inputs and Outputs Overview
• Path to Certification
• Benefits of Certification
• Closure and Questions

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Overview of KPM Consulting

• Formed in 2004 in response to a global
  requirement to mitigate asymmetrical risks in
  non-linear environments
• Began as sole-proprietorship serving federal and
  military clients in combat zones
• Risk modeling and PM practices tailored to
  corporate environment
• Business model expanded to support program and
  portfolio development and execution
• Current services include Project Risk
  Management training coaching, OPM3 Consulting,
  PMP Prep

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Program Defined

• A group of related projects managed in a
  coordinated way to obtain benefits and control
  not available from managing them as individual
  projects

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Program Management Defined

• The centralized and coordinated management of a
  program to achieve the programs strategic
  benefits and objectives

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The PMI Standard for Program Management

• Development began in 2002 standard released in
  2006
• Chartered to address the unique capabilities of
  Program Management and its execution
• Describes generally recognized good practices
  and the place program management holds in the
  organization
• Aligns Program Management with the Project and
  Portfolio Standards, as well as the OPM3 Standard
• Does not provide a means for organizations to
  measure Program Management maturity

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An Intro to Program Management

• Programs typically exist as part of a portfolio
• No set requirement on where programs must exist
  in the hierarchy
• Can include non-project work
• On going operations
• Regulatory compliance

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Program vs. Project Management
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Themes of Program Management

• Benefits Management
• Program Stakeholder Management
• Program Governance

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Benefits Management

• Assesses the value and organizational impact of
  the program
• Identifies interdependencies of benefits being
  incrementally delivered within the program
• Ensures benefits are measurable, actual,
  realistic, and time based
• Analyzes the potential impact of planned program
  changes on benefits outcome
• Assigns responsibilities and accountability for
  the actual benefits to be realized by the program

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Program Stakeholder Management

• Much like Project Stakeholder Mgmt, but must
  incorporate all entities affected by the program
• Must include development of a communication
  strategy to engage the affected stakeholders
• Incorporates stakeholders resulting from broader
  interdependencies among constituent projects
• Necessary to achieve buy-in and support from
  program stakeholders
• Dont forget the external stakeholders
  suppliers, governmental regulatory agencies,
  environmental groups

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Program Governance

• A framework for efficient and effective
  decision-making and delivery management focused
  on achieving goals
• Must fit into the organizations strategic
  picture relative to portfolios, projects, and
  other operations
• Governance is adjudicated by the Program Board
  (also called Governance Board or Steering
  Committee)
• Concerned with controlling the organizations
  investment as well as monitoring the delivery of
  incremental benefits
• Responsible for executing Phase-Gate reviews
• May delegate responsibility to Program Manager or
  PMO

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Program Management Life Cycle Phases

• Program Governance Across the Life Cycle
• Pre-Program Set Up
• Program Set Up
• Establish Program Management
• Technical Infrastructure
• Deliver the Benefits
• Close the Program

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Program Governance Across the Life Cycle

• An implied phase spanning all other phases
• Provides an appropriate organizational structure
  and the policies and procedures to support
  program delivery
• Program Governance is fulfilled through the
  following roles
• Executive Sponsor
• Program Director
• Program Board
• Program Manager
• Project Managers

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Pre-Program Set Up

• Establishes a firm foundation of support and
  approval for the program
• A selection process is initiated to
  approve/disapprove the program for continuation
  as part of the portfolio
• Defines the program objectives and their
  alignment with the organizations strategic
  objectives
• Create and obtain approval for the program
  charter
• Appoint a Program Manager
• Develop a plan to initiate the program
• The high-level plan should include the following
  components
• Mission, Vision, and Values

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Program Set Up

• This phase is mostly aligned with the Planning
  Process Group
• Development and authorization to execute the
  Program Management Plan
• Develop a more detailed cost and schedule plan
• Feasibility studies establish rules for make/buy
  decisions
• Develop a business case for each project in the
  program
• Key results and deliverables also include
• Scope definition, activity definition and
  sequencing, procurement activities, risk
  management plan, schedule

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Establish Program Management and Technical
Infrastructure

• Objective is to establish an infrastructure that
  will support the program and its constituent
  projects
• Identification of program facilities, progress
  tracking software, ERP tools, PMIS, specific
  governance areas
• Key results and deliverables include
• Program team staffing
• Program governance mechanisms
• Monitoring and controlling framework
• Facilities and other required infrastructure
• IT systems and other communications technologies

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Deliver the Benefits

• Objective is to initiate the component projects
  of the program and coordinate the deliverables
  and products
• Manage the transition from as-is state to the
  to-be or target state
• Identify risks and ensure appropriate mitigations
  are taken
• Ensure project managers adhere to established
  procedures
• Review and manage change requests
• Coordinate efficient use of program resources
• Quality control
• Identify and mitigate intra-program interfaces

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Close the Program

• Objective is to execute a controlled closedown of
  the program
• Review status of benefits with stakeholders
• Disband program and project teams
• Document lessons learned
• Transfer products, artifacts, benefits
  monitoring, and on-going operations to respective
  groups
• Provide necessary customer support and training
• Dismantle infrastructure redeploy physical
  resources

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Program Management Process Groups

• Aligned with PMBOK Guide Process Groups
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
• Like in the PMBOK, there are inputs and outputs
  to each process that are not covered in this
  presentation

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Initiating Process Group

• Initiate Program
• Authorize Projects
• Initiate Team

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Planning Process Group

• Develop Program Mgt Plan
• Interface Planning
• Transition Planning
• Resource Planning
• Scope Definition
• Create Program WBS
• Schedule Development
• Cost Estimating
• Cost Budgeting

• Quality Planning
• Human Resource Planning
• Communications Planning
• Risk Management Planning
• Plan Program Purchases
• Plan Program Contracting

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Executing Process Group

• Direct and Manage Program Execution
• Perform Quality Assurance
• Acquire Program Team
• Develop Program Team
• Information Distribution
• Request Seller Responses
• Select Sellers

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Monitoring and Controlling Process Group

• Integrated Change Control
• Resource Control
• Issue Management/Control
• Scope Control
• Schedule Control
• Cost Control
• Perform Quality Control
• Communications Control
• Performance Reporting

• Risk Monitoring and Controlling
• Program Contract Administration

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Closing Process Group

• Close Programs
• Component Project Closure
• Contract Closure

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Path to Certification

• A five phase process
• Begins with an application to PMI similar to
  PMP
• All applications are Audited
• After audit, applications are reviewed by a
  PMI Panel
• When approved by the Panel, you can schedule
  exam
• After passing exam, there is a Multi-Rater
  Assessment (MRA)
• And finally you are a certified PgMP!

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Phase 1 - Application
Must document
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Phase 2 Audit

• A rather cumbersome and annoying process
• PMI will select various experiences from your
  application and require that you provide
  verification from a project or program team
  member
• The verifying individual must return the form in
  a signed and sealed envelope
• The applicant then returns the unopened envelopes
  to PMI
• PMI may also require university transcripts
• Random yet 100 of applicants have been audited

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Phase 3 Panel Review

• The quickest and least painful phase
• A panel of PMI auditors reviews the entire
  application
• Not only a review of experience
• Also looking for indicators that reveal your
  likeliness to pass the exam

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Phase 4 Exam

• 4 hrs 170 questions
• 20 of which are beta questions
• All multiple choice 4 options
• 70 situational based
• 20 Program Management Standard
• 10 PMBOK Guide
• More exam tips and info later in presentation

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Phase 5 Multi Rater Assessment

• During application, you are required to provide
  the names and e-mail addresses of
• One Supervisor
• Four Peers
• Four Direct Reports
• Three Professional references of your choice
• Self for a self assessment
• These people will be e-mailed an assessment form
  after PMI receives confirmation you passed the
  exam

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Phase 6 CELEBRATE!! Youre a PgMP!

• It isnt an easy process but it can be done
• The process is designed to be inherently more
  complicated and rigorous than the CAPM or PMP
• Demand for this certification is evident!

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Who Should Apply?

• PMPs looking to take the next step
• Non-PMPs more closely aligned with strategic
  initiatives
• Organizational/Management Consultants
• PMO Managers
• Directors
• Senior level Stakeholders
• Side Note Be honest with yourself and PMI when
  applying. This certification process,
  particularly the exam, is highly effective at
  weeding out those without the solid Program
  Management experience.

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Tips for the PgMP Prep Class

• Read through the PMI Standard for Program
  Management - KPM will refund the cost of the book
  if you show up to class with your own copy
• Brush up on your PMBOK Guide knowledge
• Break out your old PMP Prep class book for review
• Get as involved in Program Management in your
  organization as possible but dont assume that
  everyone is doing Program Mgmt the right way
• Share experiences and participate

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Tips for the Exam

• Answer the questions the PMI way
• Most questions can be narrowed to 2 possible
  answers through deductive/inductive reasoning
• Write down those EVM calculations before
  beginning exam
• Strongly consider answers that deal with aspects
  unique to Program Management
• Benefits Realization, Program Governance, Program
  Work Breakdown Structures, Transition Planning,
  Program ICC
• Learn to recognize keywords or buzzwords from
  the Program Management Standard

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How the Exam Tests Your Knowledge

• The exam challenges your ability to synthesize
  answers from your experience and the Standard in
  many questions
• How you understand the relationships between
  projects, programs and portfolios
• How correctly will you handle situations such
  as program resource constraints, business
  mergers, divesture, shifting priorities, staff
  performance issues
• Most importantly you MUST understand what
  management by programs allows that management by
  projects alone does not

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Benefits of Certification

• Join a small, but rapidly growing group of
  professionals
• High demand low density asset
• The demand for PgMP certification is already
  taking root in many organizations job posting
  requirements
• Agility Logistics, Oracle, IBM, even NASA!
• Substantial opportunity to add value to your own
  organizations, or branch out as an independent
• Augment your CAPM or PMP certification
• A truly elite certification consider this of
  the 150 people identified by PMI to participate
  in the PgMP pilot, only 31 became certified

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Closing Comments

• The PgMP credential should be viewed as a
  professional investment not just a few more
  letters after your name
• The rigorous path to certification indicates a
  commitment to quality by PMI and the PM community
• Impact of credential unlikely to ever become
  diluted
• Sell the value of Program Management by becoming
  ambassadors to the profession!

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Questions and Comments

• Chris J. Kimball
• KPM Consulting Corporation