Program Level Change Management
Program Change Management focuses on transformations to the in-progress portfolio of projects to ensure that program goals will be realized. The Program Manager and the Change Control Board(CCB) manages change at the program level. The focus is on balancing change within the context of objectives and the budget. Impacts of change (cost, risk and schedule) are evaluated and assigned a priority level. Companies use strategic initiatives to implement their business strategies in alignment with integrated program level change management. This results in increased organizational agility and successful alliance between business strategy and programs. Programs are comprised of a group of related projects that are managed to obtain benefits that are not realized from the individual management of projects.
Integrated Change Management
Integrated Change Management is the enabler at the program level to manage a Change Program and to obtain the desired benefit or expected results. Change Mangement for a single program or project should commence before the start of the initiating period and continue after the program or project closes. During the application phase, reinforcement and measurement takes place. Within Program Management, the scope of the strategic initiatve and change mangement should be intergrated. Scope is typically the focus at the project level, especially if a change project is executed. Program or Project Management and Change Management are critical to success. An organization needs project and program managers with skills to lead and maneuver change and at the same time, making sure that proposed changes are strategically in alignment with the goals of the business. The organization must be prepared for changes, by obtaining stakeholder approval and the engagement of participating sponsors to lead and support change, both during and after the implementation of the change.
Categories of Change
An integrated program-project change management framework assists with planning and executing change for second and third-order change goals. The volume and difficulty of the work needed for the change effort should be evaluated in terms of the steps involved and the complexity of the activities need to affect the modification.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios