Program Management Performance Domains

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Program Management Domain Interactions

As you can see in this diagram, the work of the five program management domains is complementary to each other, i.e., their activities may overlap each other.

Managing the program across the life cycle is at the center because it touches all aspects of program management. For example, benefits management activities happen at all stages of the life cycle, so does stakeholder management, and so on.

Program governance supports strategic alignment by providing organizational oversight over the program and periodically reviewing the alignment. Strategic alignment is also closely linked with benefits management, because the program delivers strategic benefits to the organization.

The governance and benefit management also interacts with the stakeholders because you cannot execute the program in isolation without knowing and interacting with the program stakeholders.

No matter which program you are talking about, the work of the program manager can be grouped within these five performance domains.

Program Management Performance Domain Definitions

In this slide, we will look into the definitions of the five program management domains and the work that is performed within these domains. We will be covering them in detail in the subsequent lessons. Let us begin with program strategy alignment.

Program strategy alignment is all about identifying opportunities and benefits, to achieve the organization’s strategic objectives, through program implementation. In other words, it ensures that the program contributes to the strategic objectives of an organization. A program represents a significant investment on part of the organization and the program needs to look for opportunities to provide benefits that align with the organization’s strategy.

Program benefits management is about managing the benefits that the program is supposed to deliver to the organization. This includes: defining and planning for the benefits that may be delivered; creating the benefits through program work; finding opportunities to maximize the benefits realized; delivering the benefits as per plan; and sustaining the realization of benefits over a period of time.

Program stakeholder engagement deals with the active engagement with the stakeholders over the duration of the program. This involves determining who the stakeholders are, understanding their needs and desires. A program also needs to analyze what is the impact of the program on the stakeholders and the other way around. In order to keep the program moving forward, it is vitally important to obtain and maintain the support of the stakeholders. This means the program needs to constantly engage and communicate with the stakeholders in order to minimize their resistance and maximize their support for the program.

Program governance establishes the oversight mechanism for a program, i.e., the policies, procedures, and processes that will be used to review the program, analyze the results, and make decisions about the program.
Program life cycle management focuses on managing the program’s activities throughout the life cycle. The three primary stages of the life cycle are program definition, program benefits delivery, and program closure.
 

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