Program Life Cycle

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Author:
summergs
ID:
220216
Filename:
Program Life Cycle
Updated:
2013-05-18 23:31:38
Tags:
PgMP
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Description:
Covers the Program Management Life cycle as outlined in the Standards of Program Management v2
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  1. Understanding the strategic benefits of the program
    Pre-Program Preparations
  2. What are the program lifecycle phases?
    • 1. Pre-Program Preparations
    • 2. Program Initiation
    • 3. Program Setup
    • 4. Delivery of Program Benefits
    • 5. Program Closure
  3. The objective of work done before the program is approved identifies the needs supported by a valid business case that lead to a program being created. This enables the program to be justified and prioritized business case that leads to a program being created. This enables the program to be justified and prioritized which prepares the groundwork for initiating the program.
    Pre-Program Preparations
  4. Develop in greater detail how a program can be structured and managed to deliver the desired outcomes that were identified in the program mandate
    Program Initiation
  5. Progressively elaborate the program charter and develop the foundation for the program by establishing an infrastructure and building a detailed "roadmap" that provides direction on how the program will be managed and defines its key deliverables.
    Program Setup
  6. Initiate the component projects of the program and manage the development of the program benefits which were identified during initial phases.
    Delivery of Program Benefits
  7. Execute a controlled closedown of the program.
    Program Closure
  8. Developing a plan to initiate the program
    Pre-Program Preparations
  9. Defining the program objectives and their alignment with the organization’s goals
    Pre-Program Preparations
  10. Developing a high-level business case demonstrating an understanding of the needs, business benefits, feasibility and justification of the program.
    Pre-Program Preparations
  11. Agreeing to "check points" throughout the program, to ensure it is on track.
    Pre-Program Preparations
  12. Approval from the strategic governing board to proceed to the next program phase
    Program Initiation
  13. Identification of suitable business change managers with the ability to influence business change
    Program Initiation
  14. Identification of potential members of the sponsoring group or program board
    Program Initiation
  15. Identification of the key decision makers/stakeholders in the program and their expectations and interests
    Program Initiation
  16. Identification of candidate projects and other potential program components
    Program Initiation
  17. Appointment of the executive sponsor & the program manager
    Program Initiation
  18. Creation of the infrastructure to manage the program
    Program Initiation
  19. Identification and commitment of key resources needed for setting up the program
    Program Initiation
  20. Program charter or program mandate that documents:
    o Vision, key objectives, and success criteria, o Expected outcomes and benefits,
    o Program assumptions and constraints,
    o High-level program plan, and
    o Known risks and issues
    Program Initiation
  21. Aligning the mission, vision, and values for the program with the organization’s objectives
    Program Setup
  22. Developing an initial detailed cost and schedule plan for setting up the program and outline plans for the remainder of the program
    Program Setup
  23. Conducting feasibility studies, where applicable, to assess the proposed program for technical and economic feasibility, as well as ethical feasibility or acceptability
    Program Setup
  24. Establishing rules for make/buy decisions as well as those for selecting subcontractors to support the program
    Program Setup
  25. Developing a program architecture that maps out how the projects within the program will deliver the capabilities that result in the required benefits
    Program Setup
  26. Developing a business case for each project in the program which addresses the technical, investment and regulatory/legislative factors which may pertain to each project
    Program Setup
  27. Communicating with stakeholders and getting support
    Program Setup
  28. Establishing a project governance structure to monitor and control the projects
    Delivery of Program Benefits
  29. Initiating projects in order to meet program objectives
    Delivery of Program Benefits
  30. Ensuring component deliverables meet the requirements
    Delivery of Program Benefits
  31. Analyzing progress to plan
    Delivery of Program Benefits
  32. Identifying environmental changes which may impact the program management or its anticipated benefits
    Delivery of Program Benefits
  33. Ensuring that shared resources, common activities and other dependencies across the components are coordinated
    Delivery of Program Benefits
  34. Identifying risks and ensuring appropriate actions have been taken to manage positive and negative risks
    Delivery of Program Benefits
  35. Identifying issues and ensuring corrective actions are taken
    Delivery of Program Benefits
  36. Measuring benefits reutilization
    Delivery of Program Benefits
  37. Reviewing change requests and authorizing additional work as appropriate
    Delivery of Program Benefits
  38. Maintaining thresholds and initiating corrective action when results are not delivered per expectations
    Delivery of Program Benefits
  39. Communicating with stakeholders and with the program governance board.
    Delivery of Program Benefits
  40. Review status of benefits with the stakeholders
    Program Closure
  41. Disband the program organization
    Program Closure
  42. Disband the program team and ensure arrangements are in place for appropriate redeployment of all human resources
    Program Closure
  43. Dismantle the infrastructure and ensure arrangements are in place for appropriate redeployment of all physical resources (e.g., facilities, equipment, etc.)
    Program Closure
  44. Provide customer support assuring that guidance and maintenance will be provided in the event that an issue arises or a defect is detected after the program deliverables are delivered and accepted by the customer. This assurance is generally defined by contract
    Program Closure
  45. Document lessons learned in the organizational database so they can be referenced in the future by similar programs. Lessons learned are generally expressed as weaknesses or areas to improve and as strengths and best practices of the performing organization to be utilized in the future
    Program Closure
  46. Provide feedback and recommendations on changes identified during the program’s life but beyond the scope of the program that may benefit the organization to pursue
    Program Closure
  47. Store and index all program-related documents to facilitate reuse in the future or possible future audits
    Program Closure
  48. Manage any required transition to operations
    Program Closure

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