Appendix X4
Program Manager
X4.1 Units of Program Manager Performance Competence
X4.1.1 Program Strategic Alignment
Program Strategic Alignment focuses on ensuring the linkage of enterprise and program plans; on defining, maintaining, and validating the program value proposition; and on aligning program management with enterprise operations management.
The elements for this unit are:
• Align program and organization strategy,
• Develop program roadmap, and
• Assess environment.
X4.1.2 Program Benefits Management
Program Benefits Management focuses program stakeholders on the outcomes to be provided by the various activities conducted during the program's duration.
The elements for this unit are:
• Identify Program Benefits,
• Analyze and Plan Program Benefits,
• Deliver Program Benefits,
• Transition Program Benefits, and
• Ensure Program Benefits Sustainment.
X4.1.3 Program Stakeholder Management
Program Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. The management of stakeholders should cover impact and analyzing stakeholder expectations.
The elements for this unit are:
• Program Stakeholder Identification,
• Program Stakeholder Planning, and
• Stakeholder Engagement.
X4.1.4 Program Governance
Program governance covers the systems and methods by which a program and its strategy are defined, authorized, monitored, and supported by its sponsoring organization.
The elements for this unit are:
• Define governance structure,
• Manage issue resolution and program change,
• Authorize program component changes (initiation, transition, closure),
• Review program performance, and
• Ensure program conformance to organizational standards.
X4.1.5 Program Life Cycle Management
Program life cycle management covers the full span of the components that make up a program, from defining to closing. This is input and output from virtually all other program management domains.
The elements for this unit are:
• Define program,
• Formulate program,
• Prepare program,
• Deliver program,
• Authorize and plan components,
• Oversee and integrate components,
• Transition and close components,
• Transition program,
• Close program,
• Provide program activities overview,
• Manage program integration,
• Develop program infrastructure,
• Manage program delivery,
• Monitor and control program performance,
• Sustain benefits and transition program, and
• Close program.
X4.1.6 Program Scope Management
Program Scope Management includes all of the activities involved in planning and managing the program's scope.
The elements for this unit are:
• Plan program scope, and
• Control program scope.
X4.1.7 Program Time Management
Program Time Management activities determine the order and timing of the components needed to produce the program benefits, estimate the amount of time required to accomplish each one, identify significant milestones during the performance of the program, and document the outcome.
The elements for this unit are:
• Plan program schedule, and
• Control program schedule.
X4.1.8 Program Financial Management
Program Financial Management includes the activities involved in identifying the program's financial sources and resources, integrating the budgets of the program components, developing the overall budget for the program, and controlling costs throughout the duration of both the components and the program.
The elements for this unit are:
• Estimate program costs,
• Establish program financial framework,
• Develop program financial management plan,
• Estimate component cost,
• Budget program cost,
• Monitor and control program financials, and
• Close program financially.
X4.1.9 Program Quality Management
Program Quality Management includes the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the program will be successful and implements the quality management system through policy and procedures with continuous improvement activities conducted throughout, as appropriate.
The elements for this unit are:
• Plan program quality,
• Assure program quality, and
• Control program quality.
X4.1.10 Program Resource Management
Program Resource Management ensures all required resources (people, equipment, material, etc.) are made available to the project managers, as necessary, to enable their projects to deliver benefits for the program.
The elements for this unit are:
• Plan program resources,
• Prioritize program resources, and
• Manage resource interdependencies.
X4.1.11 Program Communications Management
Program Communications Management includes the activities for facilitating timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of program information, which provides the links between people and information that are necessary for successful communications and decision making.
The elements for this unit are:
• Plan communications,
• Distribute information, and
• Report program performance.
X4.1.12 Program Risk Management
Program Risk Management involves tracking program-level risk identified in the program risk register and identifying new risks that emerge during the execution of the program.
The elements for this unit are:
• Plan program risk management,
• Identify program risks,
• Analyze program risks,
• Plan program risk responses, and
• Monitor and control program risks.
X4.1.13 Program Procurement Management
Program Procurement Management addresses the activities necessary to acquire products and services.
The elements for this unit are:
• Plan program procurements,
• Execute program procurements,
• Administer program procurements, and
• Close program procurements.
X4.2 Units of Program Manager Personal Competence
X4.2.1 Communicating
Communicating involves the effective exchanges of accurate, appropriate and relevant information with stakeholders using suitable methods.
The elements for this unit are:
• Actively listens, understands, and responds to stakeholders,
• Maintains lines of communication,
• Ensures quality of information, and
• Tailors communication to audience.
X4.2.2 Leading
Leading involves guiding, inspiring, and motivating team members and other program stakeholders to manage and overcome issues in order to effectively achieve program objectives.
The elements for this unit are:
• Creates a team environment that promotes high performance
• Builds and maintains effective relationships
• Motivates and mentors program team members
• Takes accountability for delivering the program
• Uses influencing skills when required
X4.2.3 Managing
Managing involves the effective administration of the program through appropriate deployment and use of human, financial, material, intellectual, and intangible resources.
The elements for this unit are:
• Builds and maintains the program team,
• Plans and manages for program success in an organized manner, and
• Resolves conflict involving program team or stakeholders.
X4.2.4 Cognitive Ability
Cognitive ability involves the application of an appropriate depth of perception, discernment, and judgment to effectively direct a program in a changing and evolving environment.
The elements for this unit are:
• Takes a holistic view of program,
• Effectively resolves issues and solves problems,
• Uses appropriate program management tools and techniques, and
• Seeks opportunities to improve program outcome.
X4.2.5 Effectiveness
Effectiveness involves the production of desired results by using appropriate resources, tools, and techniques in all program management activities.
The elements for this unit are:
• Resolves program problems,
• Maintains program stakeholder involvement, motivation, and support,
• Changes at the required pace to meet program needs, and
• Uses assertiveness when necessary.
X4.2.6 Professionalism
Conforms to an ethical behavior governed by responsibility, respect, fairness, and honesty in the practice of program management.
The elements for this unit are:
• Demonstrates commitment to the program,
• Operates with integrity,
• Handles personal and team adversity in a suitable manner,
• Manages a diverse workforce, and
• Resolves individual and organizational issues with objectivity.
X4.3 Units of Portfolio Manager Performance Competence
X4.3.1 Portfolio Strategic Management
Portfolio Strategic Management includes the processes to develop the portfolio strategic plan, the portfolio charter, and the portfolio roadmap, and to assess and manage the alignment of these three deliverables to the organizational strategy and objectives. In addition, Portfolio Strategic Management involves managing, monitoring, and responding to ongoing changes in organizational strategy and in portfolio components to determine appropriate actions. Actions may include a modification to strategy and goals or changes to the portfolio itself.
The elements for this unit are:
• Develop portfolio strategic plan,
• Develop portfolio charter,
• Define portfolio roadmap, and
• Manage strategic change.
X4.3.2 Portfolio Governance Management
Portfolio Governance Management includes portfolio oversight and how to plan for, define, optimize, and authorize the portfolio in support of overall governance body decision-making activities. Portfolio Governance Management ensures that investment analysis is done to identify opportunities and threats; to assess changes, dependencies, and impact; to select, prioritize, and schedule activities to fund; and to achieve performance targets.
The elements for this unit are:
• Develop portfolio management plan,
• Define portfolio,
• Optimize portfolio,
• Define governance structure,
• Authorize portfolio, and
• Provide portfolio oversight.
X4.3.3 Portfolio Performance Management
Portfolio Performance Management is the systematic planning, measurement, and monitoring of the portfolio's organizational value through achievement against strategic goals. In addition, Portfolio Performance Management manages the sourcing of key resources such as finance, assets, and human resources to ensure optimal returns.
The elements for this unit are:
• Develop portfolio performance management plan,
• Manage supply and demand,
• Manage portfolio value,
• Manage issue resolution and portfolio change,
• Review portfolio performance,
• Ensure portfolio conformance to organizational standards, and
• Manage portfolio information.
X4.3.4 Portfolio Communication Management
Portfolio Communication Management includes developing the portfolio communication management plan and managing portfolio information.
The elements for this unit are:
• Develop portfolio communication management plan, and
• Manage portfolio information.
X4.3.5 Portfolio Risk Management
Portfolio risk management covers management of uncertain events or conditions that, if they occur, have a positive or negative effect on one or more project objectives.
The elements for this unit are:
• Develop portfolio risk management plan, and
• Manage portfolio risks.
X4.3.6 Portfolio Stakeholder Management
Portfolio Stakeholder Management analyses and addresses impact and communication of the portfolio regarding its stakeholders who may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of the portfolio.
The elements for this unit are:
• Identify stakeholders,
• Plan stakeholder management,
• Manage stakeholder engagement,
• Control stakeholder engagement,
• Manage issue resolution and portfolio change,
• Review portfolio performance, and
• Ensure portfolio conformance to organizational standards.
X4.4 Units of Portfolio Manager Personal Competence
X4.4.1 Communicating
The elements of competence for communicating are:
• Actively listens, understands, and responds to stakeholders,
• Maintains lines of communication,
• Ensures quality of information, and
• Tailors communication to audience.
X4.4.2 Leading
The elements of competence for leading are:
• Creates a team environment that promotes high performance,
• Builds and maintains effective relationships,
• Motivates and mentors portfolio team members,
• Takes accountability for delivering the portfolio, and
• Uses influencing skills when required.
X4.4.3 Managing
The elements of personal competence for managing are:
• Builds and maintains the portfolio team,
• Plans and manages for portfolio success in an organized manner, and
• Resolves conflict involving portfolio team or stakeholders.
X4.4.4 Cognitive Ability
The elements of personal competence for cognitive ability are:
• Takes a holistic view of the portfolio,
• Effectively resolves issues and solves problems,
• Uses appropriate portfolio management tools and techniques, and
• Seeks opportunities to improve portfolio outcome.
X4.4.5 Effectiveness
The elements of competence for effectiveness are:
• Resolves portfolio problems;
• Maintains portfolio stakeholder involvement, motivation, and support;
• Changes at the required pace to meet portfolio needs; and
• Uses assertiveness when necessary.
X4.4.6 Professionalism
The elements of personal competence for professionalism are:
• Demonstrates commitment to the portfolio,
• Operates with integrity,
• Handles personal and team adversity in a suitable manner,
• Manages a diverse workforce, and
• Resolves individual and organizational issues with objectivity.
