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KPM Consulting Corporation


Formed in 2004 in response to a global requirement to mitigate asymmetrical ... the exam, is highly effective at weeding out those without the solid Program ... – PowerPoint PPT presentation

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Title: KPM Consulting Corporation

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

Chris J. Kimball
Chris J. Kimball
  • 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

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

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

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

The PMI Standard for Program Management
  • Development began in 2002 standard released in
  • 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
  • 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

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

Program vs. Project Management
Themes of Program Management
  • Benefits Management
  • Program Stakeholder Management
  • Program Governance

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

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

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
  • 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

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

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

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
  • Create and obtain approval for the program
  • Appoint a Program Manager
  • Develop a plan to initiate the program
  • The high-level plan should include the following
  • Mission, Vision, and Values

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
  • Develop a business case for each project in the
  • Key results and deliverables also include
  • Scope definition, activity definition and
    sequencing, procurement activities, risk
    management plan, schedule

Establish Program Management and Technical
  • Objective is to establish an infrastructure that
    will support the program and its constituent
  • 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

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
  • Review and manage change requests
  • Coordinate efficient use of program resources
  • Quality control
  • Identify and mitigate intra-program interfaces

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
  • Provide necessary customer support and training
  • Dismantle infrastructure redeploy physical

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

Initiating Process Group
  • Initiate Program
  • Authorize Projects
  • Initiate Team

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

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

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

Closing Process Group
  • Close Programs
  • Component Project Closure
  • Contract Closure

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

Phase 1 - Application
Must document
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
  • 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

Phase 3 Panel Review
  • The quickest and least painful phase
  • A panel of PMI auditors reviews the entire
  • Not only a review of experience
  • Also looking for indicators that reveal your
    likeliness to pass the exam

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

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

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!

Who Should Apply?
  • PMPs looking to take the next step
  • Non-PMPs more closely aligned with strategic
  • 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.

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

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

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

Benefits of Certification
  • Join a small, but rapidly growing group of
  • High demand low density asset
  • The demand for PgMP certification is already
    taking root in many organizations job posting
  • 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

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
  • Sell the value of Program Management by becoming
    ambassadors to the profession!

Questions and Comments
  • Chris J. Kimball
  • KPM Consulting Corporation