Program Management

Understanding the benefits and savings that result from managing projects in a structured program.

The course has an integrated approach which helps participants to understand the full life cycle of a program as it identifies the success factors and shows the alignment between projects in the program.

The participants will understand how to structure a business case, how to initiate and plan a program, as well as monitoring the results/benefits using the PMI’s best practices of Standard of Program Management and OCG’s Management of Successful Programs (PRINCE2)

Training content

At the end of the course the student will be able to:

  • Differentiate between projects, programs and portfolios
  • Define the tactical and strategic benefits of a program
  • Understand a program structure
  • Manage benefits shared among projects
  • Define the roles and responsibilities of a program manager
  • Define and structure metrics for results
  • Identify and solve problems in allocating resources between projects within the program
  • Create and manage the communication plan
  • Identify the main causes of change to unable change control to be effected in the program

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Fact sheet

Estimated duration [?]

16 hours

Number of participants

Minimum 20 students per class

Target audience

Program managers, project team members, portfolio managers and others stakeholders interested in the program management process.


Desirable project management knowledge.

Languages [?]

Portuguese, English and Spanish


Provided by the contractor. Worldwide attendance.

Number of PDU Provided [?]

16 Professional Development Units (PDUs) are the measuring units issued by the Project Management Institute for the credential holders.

  • 1. Contextualizing Program Management
    • Definition of Program Management
    • Difference between Programs, Portfolios and Projects
    • Managing benefits: understanding complexity in results
    • Structuring program governance
    • PMO and program management
    • General view o PMI’s Standard Program Management
  • 2. Program Life Cycle
    • Difference between program life cycle and product life cycle
    • 5 phases of the program life cycle
    • Governance and the 5 phases of the life cycle
  • 3. Initiating a Program
    • Creating a business case for the program
    • Developing program charter
    • Authorizing constituent projects
    • Structuring executive sponsorship
    • Training the teams
  • 4. Planning a Program
    • Defining the project management plan
    • Planning the projects of the program
    • Defining the program’s triple constraints
    • Defining program communication
    • Defining the program’s performance baseline
  • 5. Executing a Program
    • Directing program execution
    • Developing program team
    • Program Quality assurance
    • Communication management
    • Program Procurement Management
  • 6. Monitoring and controlling the work packages
    • Executing integrated change control
    • Controlling allocated resources
    • Measuring benefits realization and assuring continued business justification (PRINCE2)
    • Controlling risks and contracts
    • Evaluating effectiveness of communication
  • 7. Closing a Program
    • Evaluating benefits realized
    • Closing a program
    • Closing contracts
    • Demobilizing
  • 8. Managing Complexity in the Program environment
    • Increased complexity and risk in program management
    • Cultural differences
    • Power and politics
    • Complex negotiations

Supported standards and methodologies

Project Management Institute (PMI)
  • PMI Standard for Portfolio Management
  • PMI Standard for Program Management
  • Organizational Project Management Maturity Model (OPM3)®
Axelos / UK Office of Government Commerce (OGC)
  • MSP (Managing Successful Programmes)
  • P3M3 (Portfolio, Programme, and Project Management Maturity Model)
  • P3O (Portfolio, Programme and Project Offices)
  • MoP (Management of Portfolios)