Next, it presents a competency model, based on the authors seven decades of collective experience in the field, which follows the framework of PMI's model for project managers. Useful for corporate and government organizations, universities, executives, PMO directors and human resources professionals who need to determine program management training needs, this unique model is divided into performance competencies and personal competencies.
After presenting the model, along with detailed plans and guidelines for its implementation in a real-world setting, the book presents three questionnaires designed to help organizations, existing program managers, and aspiring program managers assess their own development plans. Supplying you with the insight to recognize the elements of complexity during the defining and initiating stages, this book includes detailed guidelines to help you recruit, train, and develop program managers capable of delivering stated program benefits, services, and results-- Provided by publisher.
Description based on print version record. An Auerbach book. These six performance competencies are described as follows:. In Part 2 of this paper we will discuss the detailed contents of our proposed Competency Model for Program Managers.
Published here April PART 2. It is understanding a process, practice, or technique, or how to use a tool". These six performance competencies are described as follows: Defining the program includes activities such as defining the program objectives and requirements, creating a high-level roadmap, preparing a benefits realization plan, conducting an initial stakeholder analysis, validating the program's priority and alignment to strategic objectives, preparing a business case, and obtaining the required authorization to proceed.
Initiating the program includes activities such as articulating the program mission statement, developing the high-level program WBS and milestone plan, developing an accountability matrix, establishing project management standards for the component projects, defining measurement criteria, obtaining senior management approval for the program charter, and conducting a program kickoff meeting.
Planning the program includes activities such as developing a detailed program scope statement and Program Work Breakdown Structure PWBS , establishing the program management plan and baseline, reviewing and leveling resource requirements to optimize the program plan, defining the program management information system PMIS , and developing the transition plan.
Executing the program includes activities such as implementing the program management plan and all subsidiary plans, consolidating project and program data to monitor program performance, chartering component projects as necessary, continuously motivating team members through various activities, deploying uniform standards across all projects, capturing program status and disseminating information to key stakeholders, and closing component projects as necessary.
Monitoring and controlling the program includes activities such as analyzing cost, schedule, and quality variances to the program plan and making decisions to correct deficiencies or promote continued above par performance; forecasting project and program outcomes by gathering relevant data and identifying trends; ensuring stated benefits are being realized or will be realized as a result of execution, and managing change in accordance with the change management plan.
0コメント