Page 146 - Organizational Project Management

Appendix I—Program and Portfolio Management Process Models

.1 PROGRAM INITIATING PROCESSES

Program Scope Initiation
Authorizing a new program or the continuation of an existing program, and
formally linking it to the ongoing work of the organization. Configure pro-
posed projects and existing projects into program areas.

Program Scope Initiation
Inputs Tools & Techniques Controls Outputs
.1 Program Objective .1 Project selection methods .1 Stakeholder acceptance .1 Program charter
description .2 Scoring methods .2 Customer review and .2 Program manager
.2 Strategic plan .3 Expert judgment sign-off identified/assigned
.3 Project mix .3 Management Review .3 Constraints
.4 Program selection criteria .4 Assumptions
.5 Historical Information

.2 PROGRAM PLANNING PROCESSES

Program Plan Development
Use the outputs of the other planning processes, including strategic plan-
ning, to create a consistent, coherent document that can be used to guide
both Program execution and Program control.

Program Plan Development

Inputs Tools & Techniques Controls Outputs
.1 Other planning outputs .1 Program planning .1 Strategic plan .1 Program plan
.2 Historical information methodology .2 Business goals .2 Supporting detail
.3 Organizational policies .2 Stakeholder skills and .3 Executive oversight
.4 Constraints knowledge
.5 Assumptions .3 Program management
information system (PMIS)
.4 Earned value management
(EVM)

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