mp19a

1. Introduction
Projects are often embedded in programs and portfolios.

The portfolio of a company in the sense of PPM is a collection of components (projects, programs, other work to be done) to reach the strategic business objectives of the company.

Programs are collections of components (projects, other work to be done) for strategic business units in a company.

The contributions of projects to a company often cannot be discussed isolated from a program that shows how to develop a business unit and how to consider success and failure.

A single project to implement a new SAP module for example must be discussed and evaluated within the program to implement advanced IT systems for a business unit or for the whole company.

Programs collect projects that often run in parallel. So program finance takes care of project finance - and project finance cannot be isolated from program finance.

According to PMI standards the knowledge area for finance is embedded in program management and not in project management.

This course shows how projects are embedded in programs and portfolios, and how to manage programs and portfolios - the main focus lies on programs and program management. The course follows the standards of PMI and OGC.

2. Course structure
Projects and programs - an introduction
 * Concepts and cases
 * Definition of projects, programs and portfolios
 * Differentiation between portfolios in the sense of PPM and portfolios in the sense of Strategic Management
 * Strategies, tactics, and processes needed for successful project portfolio management

Programs and portfolios
 * Project portfolio management
 * Program and Portfolio Management as supporting function regarding Strategic Management
 * Resource portfolio management

Managing the multi-project environment
 * Requirements / Methods and tools
 * The Critical Chain Approach
 * The Program (and Project) Management Office (PMO)s

3. Parameters
ECTS: 3 Hours of study in total: 90 Weekly hours per semester: 2 Course characteristics: compulsory Course frequency: every year - summer semester Maximal capacity: 15 students Course admittance prerequisites: courses of the first semester Skills trained in this course: professional, methodological, and personal skills Prerequisite for the completion of the following courses: This course is important for all subsequent courses Assessment of the course **One exam for MP17a and MP18a** Teaching staff: Prof. Dr. Jan-Philipp Büchler, Prof. Dr. Johannes Hofnagel, (Prof. Dr. Peter Reusch)
 * Contact hours: 30
 * Self study hours: 60
 * 75% contributions within the course (homework, group work, presentations, case studies)
 * 25% written or oral examination at the end of the course

5. Learning outcomes

 * 5.1 Knowledge**

The students are able to
 * explain the core concepts of projects, programs, and portfolios
 * explain the characteristics of program life cycles
 * explain the process groups of program management and its main processes
 * explain the knowledge area of program management
 * explain the core concepts and roles of PMO (Program Management Office) and P3O


 * 5.2 Skill**

The students are able to
 * analyse programs and portfolios
 * develop elementary programs and portfolios
 * develop processes for programs and portfolios
 * apply selected methods and tools for program and portfolio management - regarding scope management or risk management, or regarding program governance for example
 * distinguish between the PPM point of view on the one hand and the strategic management point of view on the other hand
 * design a PMO (Program Management Office)

in a given context.


 * 5.3 Competence - attitude**

They are able to
 * develop strategies for programs
 * apply methods and tools of program and portfolio management
 * implement processes to support program and portfolio management
 * implement a PMO (Program Management Office)
 * identify potential and necessary programs and projects with regard to the supporting function of PPM

in a new context / project.


 * 5.4 On scaling learning outcomes**

The assessment of learning outcomes is based upon the following core perspectives:
 * Analysis - quality of analyses of standards
 * Completeness – regarding aspects of standards
 * Complexity - regarding application of standards

6. Teaching and training methods:

 * Lectures introducing concepts, methods and tools
 * Group work to train concepts and methods, to develop skills and to work on case studies
 * Home work to add individual contributions
 * Presentations to communicate results

7. Course mapping
This course is linked to other courses of the study programme in the following way:

MP01a shows some projects in the context of programs.
 * MP01a: Projects: Concept, Types, Cases, Context and Organization**

MP02a shows core aspects of life cycle and stakeholder management that are further developed in MP18a.
 * MP02a: Life cycle Concepts, Maturity Models, Customer Relation Ship, Stakeholder Management**

Project plans are partially embedded in programs.
 * MP03a: Project Planning**

Project risk management directly prepared program risk management.
 * MP04a: Managing Risk**

Project economics contributes to program management - since program cost management is less developed in program management standards MP10 is important to fill some gaps in program management.
 * MP05a: Project Economics**

Project control prepares aspects of program control.
 * MP06a: Project Control**

Human resource management includes perspectives of programs.
 * MP07a:** **Human Resource Management in Projects - including Competences, Team Building and Leadership**

Project organization prepares program organization.
 * MP08a: Project Organization**

Standards for program and portfolio management are mentioned in MP09a.
 * MP09a: Standards and Mainstreams**

Quality management prepares aspects of program management - regarding program governance for example.
 * MP10a: Managing Quality**

Project communication prepares program communication.
 * MP11a: Communications, Negotiation and Conflict**

Programs and portfolios often run in a multi cultural context.
 * MP12a: Intercultural Communications - Cultures in Projects**

MP13a contributes to program management especially regarding decision making.
 * MP13a: Creativity and Decision Making**

MP09a deals with standards in information and knowledge management.
 * MP14a: Information and Knowledge Management**

MP14a contributes to programs management.
 * MP15a: Project Finance**

MP16a prepares aspects of contracts and procurement in programs.
 * MP16a: Legal Aspects in Project Management: Contracts, Procurement, and further Issues**

MP17a contributes to program governance.
 * MP17a: Managing Change**

MP19a contribute to program stakeholder management.
 * MP19a: Social Competencies**

MP20a contributes to program management - regarding program governance.
 * MP20a: Safety, Health and the Environment**

8. References:
PMI: The Standard of Program Management, 2nd ed., 2008, ISBN 978-933890-52-4. PMI: The Standard for Portfolio Management, 2nd ed., 2008, ISBN 978-1933890531. Green, Allen R.; Levin, Ginger: Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management, 2nd ed., 2009, ISBN 978-1439816059. Gerald I. Kendall; Steve C. Rollins: Advanced Project Portfolio Management and the PMO, 2003, ISBN 978-1932159028. Peter Morris, Peter; Pinto, Jeffrey, K.: The Wiley Guide to Project, Program, and Portfolio Management.2007, ISBN 978-0470226858. Brown, James T.: The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management, 2008, ISBN 978-0071494724. Sanghera, Paul: Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard, 2008, ISBN 978-1932159691. Milosevic, Dragon Z.; Martinelli, Russ: Waddell, James M.: Program Management for Improved Business Results, 2007, ISBN 978-0471783541. Milosevic, Dragon Z.; Patanakul, Peerasit; Srivannaboon, Sabin: Case Studies in Project, Program, and Organizational Project Management, 2010, ISBN 978-0470183885. OGC: MSP Managing successful programmes, TSO London 2007. OGC: P3O: Portfolio, Programme, and Project Offices, TSO London 2008. Johnson, Gerry; Whittington, Richard; Scholes, Kevan: Exploring Strategy, Text & Cases, Ninth Edition, 2011.