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This fourth edition differs from prior editions by focusing on the principles of good program management. Program activities have been realigned to program life cycle phases rather than topics, and the first section has been expanded to address the key roles of program manager, program sponsor and program management office.
PMI issued the “Benefit Realization management” Guide. It includes multi-level best practices and recommendations for benefit management in project, program and portfolio management.
We recommend the bright in-depth research by our ResearchGate colleagues. Their work deals with the fuzzy analysis of demands of a corporate Portfolio/Project management system.
In fact this work is a very rare attempt of scientific mathematics (fuzzy logic) based analysis instead of expert one concerning information systems of a corporate level.
March, 26th – PMP, PMI-ACP
May, 21st – CAPM
June, 25th – PgMP, PMI-BA
Mr. Andy Jordan in his article at the projectmanagement.com discusses about the future of program management.
I recommend this very interesting and motivating article to think about program manager as a business manager, whose role is not controlling project outputs and deliverables, but in a wider context search for business opportunities for the company, and drive the organization to these new frontiers.
A small cite:
“Program managers play a critical role in helping an organization achieve success. That’s not going to change in the future as long as there is recognition that the role is evolving and shifting. Organizations should not expect to oversee a shift in project management without also seeing a similar change in related disciplines—and program management is an obvious example”.
PMI(r) Business analysis Guide is updated according to new versions od foundation standards (PMBOK Sixth, Program & Portfolio management standarts in their fourth edition).
The Guide is available for download.