Copyright to Ginger Levin and J. LeRoy Ward © 2013.

Note: PMBOK and PgMP are registered marks of the Project Management Institute.

Published here May 2013.

PART 1 | Introduction | PgM Performance Competencies Detail 
PgM Personal Competencies | PgM Personal Competencies Detail | Summary

PgM Performance Competencies Detail

Figure 3 provides more detail of the six Performance Competencies listed in Part 1 of this paper.

Performance Competencies

1.  Defining the Program

 

1.

Prepare a program charter

 

2.

Prepare a plan to initiate the program

 

3.

Ensure the program's objectives are aligned with the strategic goals of the organization

 

4.

Develop a high level business case for the program

 

5.

Identify a number of stage gates or check points when program status (including benefits realization)

2.  Initiating the Program

 

1.

Ensure that all stakeholders understand the strategic benefits of the program

 

2.

Document the program visions describing the end state and its benefits to the organization

 

3.

Identify the key program decision makers

 

4.

Identify stakeholders expectations and interests

 

5.

Identify the high-level risks to the program

 

6.

Identify candidate projects to be in the program as well as other non-project work

 

7.

Determine an initial infrastructure for program management

 

8.

Determine the timetable to complete the program

 

9.

Prepare an initial estimate of the program's cost

 

10.

Identify key resources required for PgM setup

 

11.

Obtain approval of program charter

3.  Planning the Program

 

1.

Prepare program management plan

 

2.

Prepare benefits realization plan

 

3.

Identify key program risks and issues

 

4.

Determine program's budget

 

5.

Document dependencies, constraints and assumptions

 

6.

Document an agreed strategy to manage the program and its components

 

7.

Conduct necessary feasibility studies

 

8.

Prepare a roadmap or architecture showing the interrelationships amongst the component projects and non-project work in the program

 

9.

Determine a communications strategy for each key stakeholder

 

10.

Obtain approval for and implement a Program Management Office (PgMO)

 

11.

Obtain tools, processes, and techniques required for PgM

 

12.

Obtain approval for the PgM plan

 

13.

Determine a PgM governance structure

 

14.

Establish a program control framework to assist benefits measurement as well as in overall management of the program's components

4.  Executing the Program

 

1.

Initiate projects as a part of the program

 

2.

Coordinate shared resources for component projects and the non-project work

 

3.

Review change requests

 

4.

Authorize additional work as required

 

5.

Foster and encourage communication with stakeholders at all levels

 

6.

Ensure communication with the program's Governance Board on a regular basis

 

7.

Assess alignment of the program's goals and benefits against that of the organization

 

8.

Coordinate common activities among the program's projects and non-project work

 

9.

Coordinate dependencies with other organizational activities

 

10.

Execute the PgM plan

5.  Monitoring and Controlling the Program

 

1.

Analyze progress according to the PgM plan

 

2.

Analyze benefits realization according to the benefits realization plan

 

3.

Continuously identify issues and risks and take corrective actions as needed

 

4.

Analyze external environmental changes to determine possible impacts on the PgM and its realization of benefits

 

5.

Ensure governance oversight is regularly practices at the program and project levels

 

6.

Monitor the program execution according to the PgM plan

 

7.

Identify and manage schedule slippage and opportunities

 

8.

Ensure proactive cost control is practiced

 

9.

Manage stakeholder expectations

 

10.

Consolidate performance data to determine appropriate resource use to deliver benefits

 

11.

Ensure component projects transition to closure

6.  Closing the Program

 

1.

Ensure that the program is formally closed on completion

 

2.

Ensure products and services transition to operations

 

3.

Ensure realization of program benefits

 

4.

Provide customer support as applicable

 

5.

Integrate lessons learned into the organization's management system

 

6.

Provide feedback on areas outside of the scope of the program

 

7.

Archive program documents for subsequent reuse

 

8.

Ensure contractual obligations are met

 

9.

Ensure intellectual property is captured for reuse

 

10.

Ensure a legacy of benefits is achieved

Figure 3: Performance Competencies According to Program Domains

Each of the elements of performance competence for program managers then are expanded to show performance criteria and the types of evidence required to meet these criteria. Figure 4 provides an abbreviated example.

Element 3.2

Prepare a benefits realization plan

Performance Criteria

Types of Evidence

• Identifies the program's benefits

• Documented benefits - tangible and intangible

• Defines the program's in measurable outcomes

• Documented benefits that are specific, measurable, attainable, realistic and time based

• States roles and responsibilities for benefits realization management

• Documented roles and responsibilities in a Responsibility Assignment Matrix (RA) or in a Responsible, Accountable, Consult, Inform (RACI) chart

Figure 4: Example of Evidence for one Performance Competency element

The purpose of these units of performance competence is to highlight what is required of program managers in most programs most of the time. They should follow PMI's Project manager competency development framework at the project level.[19] The authors do not suggest that these units of performance are exhaustive, nor can they be applied to all programs all the time. Each program manager must decide which performance criteria are relevant to his or her program. However, we believe these can act as a guide to help get you started.

Each competency in the model, as described in Figure 3, is supported by evidence as shown in Figure 4. Similar to the units of performance competencies, the examples of the evidence provided in the Levin-Ward model are just that - "examples." The list is neither exhaustive nor exclusive. In any program, there may be more or less, and it is up to the program manager to determine the best evidence to provide as it relates to each unit of performance competence.

Introduction  Introduction

19. Ibid
 
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