PgMP - 4th Edition: Life Cycle Management Domain | Leithy Mohamed Leithy | Skillshare
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9 Lessons (33m)
    • 1. Introduction to Program Life Cycle

    • 2. Program Life Cycle Domain

    • 3. Program Life Cycle - Major Activities

    • 4. Program Life Cycle - Major Artifacts

    • 5. Relationship with Project Management

    • 6. Relationship with Subsidiary Program ‎

    • 7. Program Components Example

    • 8. Relationship with Portfolio Management

    • 9. Program Life Cycle Summary


About This Class

This class is created based on “The Standard for Program Management – Fourth Edition,” which was PMI certified in 2017. This class adopts all up-to-date PMI publications related to the Program Management.

This class helps you in your endeavor to pass the Program Management Professional Certification PgMP® Exam on your first attempt. 

This class covers the program life cycle management domain including the phase and subphase details, the major activities, the major artifacts, and the program management relationship with project management, subsidiary program management and portfolio management.

This class has unique charts created by an experienced instructor to visualize the program life cycle management domain and simplifies the concepts of program management.


1. Introduction to Program Life Cycle : the first time in tow. Cover if the program Lifecycle Management, which in the performance domain that manages program activities required to facilitate effective program definition program delivery and the program closure. In this section, we will cover the following the program Lifecycle management to domain faces and sub Phases . The Broken Lifecycle Management Measure activities there each domain phase and subsidies the program Lifecycle Management Major artifact there Each domain phase ends up phase The program Lifecycle Management highlights where we will go through four Highlights the program lifecycle relationship with the project management to process groups when the program component is a project. The Program Lifecycle relationship with subsidiary programme Life cycle when the program component is a subsidiary program program components example To show the different start and indeed dates off the components. The broker of life cycle relationship with portfolio Management Life cycle. When the program is a portfolio component, let's start with the first topic, which is a program lifecycle management to domain phases and sub phrases 2. Program Life Cycle Domain: the program Lifecycle management to domain faces are summarized in this chart. Here we have city physics, the program definition, please the program delivery fees on the program closure feeds the definition phase and the delivery phase are divided into sub phases. Therefore, the program definition phase has program formulation on the program. Blending sub phases. The program delivery phase has component authorization and planning, component oversight and the integration and component transition and the closure. Sub phases. Each phase and some fees has a color which I will you throughout this course toe ease and facilitates the subject explanations. You can also notice that the program definition fees on the program closure fees are executed ones. But the program delivery fees is repeated with each A program component, which means it will be repeated with project component or subsidiary program component within the program. In other words, the broken definition fees and the program closure fees focus on the program management level, but the broken and delivery fees concentrates on the component management level in the program delivery fees. The components are executed in barrel bus. As shown in this chart, each component may have different start and indeed deeds. I think this notation as Burrell a bath is more realistic than the cycle EG notation that was used in the same face in the Standards for Program Management third edition on the organization that was used in the same face in the standard for program management fourth edition. As both my colleague. Notation on our own notation may give the impression off executing the same process for one component many times, which, of course, is not our case. Therefore, I prefer these branches. Each branch represents one of the project components. Unlike projects, the program requires coordination and integration off components in order to realize the blend benefits. The program manager usually spends a good amount of time with the stakeholders to get their requirements, encourage them to be positive towards the program, communicates the program status and answer their questions. Similarly, the program manager, he spends plenty off time working with the component managers to ensure integration and alignment. In this chart, the program has three projects on one subsidiary program. Therefore, you will execute the program delivery phase four times each. 1 may have different start and the indie dates. That's why in this chart we have four branches for the program delivery fees. These French for the first component, the project component one these French for the second component, the project component to these French. For that, sir, the component the project component three and this branch for the fourth component, the subsidiary program component for 3. Program Life Cycle - Major Activities: let us review the measure activities for each phase and subsidies to make the picture more obvious, starting with the program definition fees in the program formulation subsidies, the following activities will be executed. Assigned the program sponsor assigned the program manager chary of the initial study and the estimates for the program. Score resources and cost developing initial risk assessment can hear the program It's shorter and the program Road name. Then in the program blending subsidies, the program manager will establish the program Governance, developed the initial program organization chart and developed a program management of land with its subsidiary plans. I remember that the program definition is is executed once on the program level and not repeated with each program component. The program Delivery fees activities are started after the program management blend is reviewed and formally approved by the steering committee. The program delivery fees has three sub phases. Component authorization on blanking, component oversight and integration, and component transition and closure. In the component authorization and blanks of phase. You will obtain the component authorization and she and the component develop the component management to Bland's and integrate the component into the program. Then, in the component over side and integrations of phase. You as a program manager will execute component plans, executed program integrative or popped in components, status and information, and consolidated the integration effort off the different components to realize the program benefits. The last sub phase is the component transition and the closure where you will execute the following review the component and verify the benefits were delivered. Component transition, including Go life bro that support service agreement operations. It's strong. Execute any sustaining activities and formalize a component to closure with the concern of the stakeholders, most probably the program sponsor and the Steering Committee remember that the program delivery fees is executed there each program component, so it will be repeated as beer. The number of programme components the program closure fees has the following him is your activities. Transition off resources, responsibilities and knowledge document is the lessons learned. Close own open contracts ensure that the benefits are realized the as bland and obtain approval from the sponsoring organization toe formally close the program. Remember that the program closure phase is executed once on the program level and is not repeated with each program component, but the component closure is executed as worth off the program. Delivery fees 4. Program Life Cycle - Major Artifacts: we reviewed the measure activities executed in each phase and subsidies. And now we will introduce the measure artifacts created in each phase and subsidies, starting with a broken definition phase and starting with the formulation subsidies we have Year three artifacts, which are the program business case. The Broken on the Charter on the Program Road map. We will discuss this three artifacts in more details in the program strategy alignment. For now, we can say that the program business case is created to justify the needs off the program on Very did the economic visibility off the benefits delivered by the program. Then the projected charter is developed, authorized the program and authorized the broker manager to use Assigned resource is to achieve the program objectives. The road map graphically represents the major milestones and decision points off the program, which means it connects the business strategy toe the actual program work coming to the blinding sub phase. These are faced comments after the program a charter got approval from the steering committee. We have many artifacts created in this office. Leaders go through them one by one, the most important artifact created in the planning sub phase if the program management bland, which shows how the program manager will manage his program, the program Management of Land may be combined into one plan or may have multiple blends. The subsidiary documents off the broker. Managing to blend are benefits management To blend Stakeholder Engagement Plan governments Bland Change Management to blend communications management. To blend financial management. To blend information management. To blend procurement management. To blend quality management. To blend resource management. To blend risk management to blend schedule management to blend school management to blend kind of program. Road name. Remember that these documents are old blends except is a program roadmap, which is added to the program. Management bland only in the fourth edition, off the standards for program management. That's why it's a term subsidiary plans with the changes in the force tradition. Toby Subsidiary documents. Let us briefly go through this subsidiary documents the benefits management to blend indicates how and when the benefits would be realized on how to measure the benefits. Realization. Progress. Using the key performance indicators during the program delivery fees. The stakeholder engagement Bland includes strategies to effectively engage the stakeholders during the programme, life cycle and it has a metrics required to measure the stakeholders engagement during the programme. Life cycle. The Governance a blend describes assistance and methods Toby used to monitor, manage and support the program and the responsibilities off specific roles for insuring the timely and effective use off those systems and methods. The Change Management of land establishes program a change management principles and procedures, including the approach for capturing request to the changes. Evaluating its requested the change determining the disposition off each requested change. Communicating a decision toe impacted stakeholders documenting the change request and supporting details and authorizing funding and work the communications Managing to blend describes how, when and by whom information will be administered and disseminated. The financial management of land documents all off the programs. Financial suspects, including funding, is scheduled on the milestones initial budget, contract payments and the schedules, financial reporting activities and mechanisms on the financial metrics. The Information Management of Land describes how the programs information as it's will be very, very. The collected, organized and secured the procurement. Managing to blend describes how the program will acquire goods and service from outside off the performing organization. The quality management of land provides a quality assurance measures and quality controls that are incorporated in the program and the message of inspection based on the program school. The resource management too Bland forecasts the expected level of resource use across is a program components and the relative to the Brugger Master schedule. It includes a guidelines for making program resource prioritization decisions on resolving resource conflicts. By resource we mean the human resource, the material, the equipment and facilities and so on. There is co management of land describes how risk management activities will be structured . The under form it during the programme. Life cycle. The schedule Management a blank establishes the criteria and activities for developing, monitoring and controlling the schedule. The School of Management to blend describes how the scope will be defined, developed, monitored, controlled and verified. And finally, the program roadmap, which is a chronological representation off a programs intended direction. Graphically defecting dependencies between major milestones and decision points. These are the elements off the program management of land. The next artifact is a program infrastructure, the program infrastructure. If the structure is that will enable the program to achieve its goals successfully, it is sometimes called organization chart. It contains major program roles and responsibilities. Then the program Scopus Statement, which he describes the score, limitations, expectations and business impact off the program, as well as a description off each component and its resources. Remember that the program scope is typically described in the form of expected benefits, but may also be described as user stories or scenarios, depending on the type of the program. The broker muster schedule is the program level schedule that includes all the major milestones and deliverables and the program level. It also includes measure activities related to a component, integration and program management. Each component will have its own detailed schedule, and the component level schedules will be synchronized with this program Master Schedule. The program breakdown structure is a deliverable oriented, hierarchical decomposition encompassing the totally scope off the program, and it includes the deliverables Taube, produced by the constituent components. Now, little reviews a program delivery fees, starting with the component authorization and blend in subsidies. Here we have the program component. Blends are created for each of program component to project or subsidiary program, Then some program artifacts like the program Risk Register that holds the broken liver risks the program issue Log that holds a program Devil Issues on the Program, a change log that has a program level change requests. The program risk responsible and is also created, which includes the intended responses to deal with the program risks in order to minimize individual programme threats and maximize individual programme opportunities. The last artifact to mention in this office is the program management to Blend and its subsidiary documents where they may have some updates during the execution off the component authorization on blending some freeze. Let us now come to the component over side and integration subsidies here. The measure artifact are the program benefits delivery. Were the actual benefits started to be realized the program performance reporting that are delivered to the different stakeholders. The program Road map updates on the program. Master Schedule updates The last sophistry Here is a component transition and the closure where we have the following measure art effects the program benefits delivery where the benefits continued to be realized and the program roadmap of deeds coming to the last phase , which is the program closure phase. We have the following a major art effects. The lessons learned the finally board, which includes the financial and performance assessment, identified, areas for improvement, risk management outcomes and archive blend for program documentation, and the program signed off, which is the formal approval on the program Closure. Please know that it is not mandatory that all the artifacts will be produced in all the program management cases, but some tuning is usually required from one program to another and from one organization to another. This defense, usually on the program complexity, the organization Majority Onda program management experience. 5. Relationship with Project Management: leaders go into the details off the components and see how the broker management interacts with the component management, starting with the project as a component. As you can see in this chart, the project management processes are all executed during the program delivery fees. Once a project is authorized to start a spark off the program delivery fees, the project starts its regular project management processes from initiation, passing through planning, executing and monitoring and controlling until it reaches its closing processes. The project initiation and blending face groups will be executed as part off the component authorization on blending subsidies. Then the project, execution and monitoring and controlling process groups will be executed as part off the component oversights and integration subsidies. Finally, the Project Closing Process group will be performing as part off the component transition on the closure subsidies. If you have two projects as programme components, then these cycle off the project management will be repeated twice. Each 1 may have different start and indeed dates these on the program. Road Man, let us come into more details off the project components, review the project, measure art effects and see how they are created when The project is a program component in FISA. Chart. The project Management process groups are executed as part of the program delivery phase. As mentioned before the list off the major project artifacts are shown here. You can relate each group off the artifacts to the process group, easily using the color coding. For instance, during the Project Initiation Process Group, the project, the charter and stakeholder registered are created during the Project planning process. Grobe. The project to school. This statement is developed. The Project Management of Land and its subsidiary plans are created. The project breakdown structure is developed on the project to schedule is created and so on. You can refer to the PM book six addition to get more details about the project management process groups under created art effects. The main reason off having visit chart is to give the impression off when the project artifact are created in the programme life cycle. When dealing with this project as a program component, remember that one of these artifacts are created in line with the program artifacts. That's to say the project schedule will be aligned with the Program master schedule. The project management, a planned will be aligned with the program management of land and so on 6. Relationship with Subsidiary Program ‎: In some cases, the program component is another program which you were called Subsidiary Program to classify that this program is a special program manager. As part off another program, the subsidiary program is executed as a program component, which means that there will be some interactions between the program management and a subsidiary program management. The Subsidiary Program Management Life Cycle is similar to the program management Life cycle was respect to the programme Life cycle. The subsidiary program is executed as part off the program delivery phase as described in this chart. Therefore, the subsidiary programme Life Cycle will start and end a sparked off the program delivery fees. The Subsidiary Programme Life Cycle will start with the subsidiary program definition phase subsidiary program delivery fees and then subsidiary program closure fees. The subsidiary program will have activities and will create artifact similar to the program activities and art effects. In this a chart. We have the list of artifacts created by the subsidiary program. Let us change the color off the program lifecycle toe, black and white to concentrate only on the subsidiary program artifacts. You can see the list of artifacts created in each of his on subsidies off the subsidiary program, easily using the color coding. You may notice also that the artifacts created during the subsidiary program execution are the same artifacts created with the program execution. For instance, during the subsidiary program Formulations of Plays, the following artifacts are created. The subsidiary program Business Case. It's a subsidiary programming charter ends a subsidiary program, Road Man. Then during the subsidiary program Blanking Sub Phase, the following artifact are created. The Subsidiary Program Management to Blend and its subsidiary documents, the Subsidiary Program Infrastructure, the Subsidiary Program Scoop Statement, the Subsidiary, Broken Master Schedule and a subsidiary Broken More to pick down structure and so on. You can refer back to the program lifecycle Major artifacts Lecture toe. Get more details about the subsidiary program. Measure our defects. Billy's know that all these artifacts are created in line with the program artifacts. In other words, the subsidiary program must reschedule, will be aligned with the program must reschedule the subsidiary program. Management of land will be aligned with the program management of land and so on 7. Program Components Example: after reviewing the Broker Management life cycle and its relationship with the Component Management in both project case and subsidiary program case Little. See how the program components start and the indie dates may be different. In our example, the program has four components, three projects and one subsidiary program coming to the programme Life cycle. The four components will be executed as part off the program delivery fees. Which of these trees let us go inside the delivery fees? Now we have project component one will start and end as shown project component toe really start and end as soon Project Components three will start and end s Truman subsidiary Broken component for really start and end as shown in this example Project Component toe. The first component to start and it will be completed before Project Components three. On the project component one can start subsidiary program for well, you started it after the project component toe is it started Project component one really start after the project component or is completed and later after the project Components three is started the start and indeed dates off. The components are different, as shown in this example as some components may have dependency on other components based on the scope, deliverables and benefits Toby realized, and based on the technical and the business needs off each component. For instance, in the I T environment, we can say that component Project Toe is a side preparation project. Component Projects three is the hardware installation project component. Project one is a software installation and security configuration project that should start after the site is ready and later after the hardware installation is a started subsidiary program for Is application development component that can start early in the analysis and design phase before having the hardware ready and later can work on development or testing environment before having the production environment ready. This subsidiary program may have few projects like Project one for ER be application project. Oh for CRM application on Project three for custom applications. 8. Relationship with Portfolio Management: we reviewed. How's the relationship between the program management and the Component Management is in the project Component and subsidiary program component cases. Now let us look from a higher view from the portfolio management standpoint. The Porter Values hierarchy results in a parent child relationship with its portfolio components, just as a program has a parent child relationship with its programme. Components for the 40 components may be programs, projects, operations and subsidiary porter for use. The portfolio management works as a layer between the organization strategies and objectives from the other side and the programs, projects and operations from the lower side. Decisions to change or terminate a program are usually coming from the portfolio management level in orderto adopted changes in the organization Strategies and Objectives Portfolio Management Life Cycle is an ongoing lifecycle, which he means it is continuous. It consists off initiation, blending, execution optimization and monitor and control. These are going natural off the port. If all your life cycle is not necessarily sequential. For example, a portfolio could undergo several alterations off planning and then proceed to execution as a portfolio is managing collectively as a group to achieve strategic objectives. The changes in the strategies and objectives on the organization level that affects the portfolio management level. We lead to changes on the portfolio components as well, which will lead to authorising new programs, projects and operation management, and may lead to changes in the existing programs, projects and operation management. Within this portfolio, the portfolio management interacts with the program management project management and operation managements from one side, and interacts with organization strategies and objectives from the other side. These interactions are described in this chart during the initiation stage and with respect to the organization, the strategic objectives and goals. The long term roadmap is defined with financial goals, performance metrics, communications, governance stakeholders, definition under old's and ongoing management plans for the portfolio and its components. The initial portfolio, lest which includes a portfolio components, is created during this stage. In the planning stage, the portfolio management of land is developed, which affects the portfolio and its components. Thesis stage in choose alignment with the strategic objectives and includes revisions off the portfolio component list. The portfolio execution stage is performance through its various components to deliver components. If you component to performance, manage a portfolio, assets and resources meet, governance decisions and so on. It changes in the organizational environment may necessitate very prioritization off components for the introduction off new components into the portal for you during the portfolio optimization stage, the portfolio management ensures that the resources are based applied to the components off the portfolio, and the organization realizes the intended benefits for the portfolio components during the portfolio, monitor and control the stage. The portfolio management monitors the performance off the portfolio components, which means gathering information and receiving reports from the portfolio components, and then recommended changes to the portfolio list of components, which is called the portfolio mix, and the changes to the portfolio component to performance. The portfolio manager is concentrating on doing the right work that is aligned with organizational strategies and objectives and creating the right environment for the portfolio component Manager to Succeeds The portfolio component manager who is a broker manager in our case is concentrating in doing his work right to succeed in his program 9. Program Life Cycle Summary: in this section we cover the following topics The Broken Lifecycle Management to domain phases which are three phases The program definition phase. The program Delivery fees on the program closure fees We also cover the sub faces off the definition phase which are the broken formulation on the program planning, sub phases and the sub pages off the delivery fees which are the component authorization and the planning. The Component Oversight on the Integration on the Component, Transition and Closure, the Broker of Life Cycle Management Measure activities for each domain phase and subsidies as shown in this chart. The Broken of Life Cycle Management, Major art effects for each domain face and subsidies As shown in this chart, the program Lifecycle Management highlights where we went to through the following highlights The program Lifecycle relationship with the Project Management Process Group Wins a program component is a project the Program lifecycle relationship with subsidiary programme Life Cycle. When the program component is a subsidiary program program components example to show the different start and the indie dates off the components. The broken lifecycle relationship was portfolio management life cycle. When the program is a portfolio component,