3: Program Planning and the Management Plan
- Page ID
- 137901
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)Program Planning and Roadmap Development
This chapter covers the transition from strategic intent to operational blueprint. Once a program has been authorized through its charter, the program manager faces the challenge of translating a high-level vision and set of expected benefits into a detailed, executable plan. That plan must account for scope, schedule, cost, resources, quality, risk, communications, procurement, and the interdependencies across all program components. It must be detailed enough to guide execution yet flexible enough to accommodate the inevitable changes that programs encounter over their multi-year lifespans.
You will work through the planning process in the order a program manager typically experiences it: from the charter and roadmap that provide initial direction, through scope definition and the work breakdown structure, into resource assignment and schedule development, and finally into the assembly of the integrated program management plan. The chapter also addresses three activities that are often underestimated: defining meaningful KPIs, selecting the right program management information system, and conducting a kick-off that builds genuine stakeholder commitment rather than just checking a procedural box.
Planning at the program level is fundamentally different from project-level planning. A project plan is a single, self-contained document that covers one initiative. A program management plan is an integrating document that brings together the plans of multiple components while adding a program-level layer that addresses dependencies, synergies, and the mechanisms for delivering benefits across those components. The program manager does not plan every task in every project. Instead, the program manager plans at the level of control needed to ensure that the components work together to produce the outcomes the organization expects.
By the end of this chapter, you should be able to:
- Describe the elements and purpose of the program charter and explain how it differs from a project charter.
- Construct a program roadmap that links strategic objectives to major milestones and decision points.
- Develop a program scope statement and work breakdown structure at the appropriate level of decomposition.
- Build a responsibility assignment matrix (RACI) that distinguishes program-level roles from component-level roles.
- Assemble an integrated program management plan that coordinates subsidiary plans across multiple components.
- Define program-level KPIs that measure progress toward benefits realization rather than just task completion.
- Select and configure a program management information system that supports knowledge sharing across components.
- 3.1: Mapping to Exam Content Outline
- This page details the PgMP exam's emphasis on program planning, particularly in Domain II: Program Life Cycle Management, which accounts for 44% of the exam. It highlights the importance of skills such as charter development, scope statements, and roadmap creation. Scenarios test program managers on managing interdependencies and high-level planning rather than detailed project schedules. Key competencies include developing work breakdown structures (WBS) and effective resource management.
- 3.2: Guide to Program Planning and the Management Plan
- This page highlights the importance of the program charter and roadmap in program management. The charter acts as an authorization and guidance tool for the program manager, ensuring alignment and adaptability. The roadmap offers a high-level overview of program components for governance. It also stresses the need for a clear program scope and work breakdown structure (WBS) to track work effectively and prevent deviations or budgetary problems.
- 3.2.1: The Program Charter and Roadmap
- 3.2.2: Program Scope, WBS, and Schedule Development
- 3.2.3: Case Study- The Plan That Could Not Stand Alone
- 3.2.4: Roles, Resources, and the RACI Matrix
- 3.2.5: The Integrated Program Management Plan
- 3.2.6: KPIs, the PMIS, and Program Kick-Off
- 3.2.7: Case Study- Eighteen Departments, One Plan
- 3.3: Conclusion
- This page emphasizes the vital aspects of program planning, focusing on the shift from strategic charters to operational blueprints. It stresses the need to define program scope by expected outcomes, utilize RACI matrices for accountability, and plan resources effectively. Integrating subsidiary plans into a management plan is essential for coordination.
- 3.4: PgMP-Style Questions
- This page outlines program management best practices, emphasizing the importance of a detailed Work Breakdown Structure (WBS), effective resource allocation, and clear stakeholder communication. Recommendations include maintaining project plan clarity with RACI matrices, aligning project goals with organizational strategies, choosing suitable project management information systems (PMIS), and revising project charters to reflect scope changes and sponsorship for strategic alignment.