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2 PROGRAM MANAGEMENT

that I am familiar with, some of which I developed over years of practice, I will

the process.

In recent years, I have had multiple opportunities to implement program

management methodologies and coach program teams in large corporate

published new standards. These facts have led me, in true program management

In Part I the main changes concern the discussion on the latest versions
of program management guides and standards, which are today much more
integrated. As the situation has evolved I have reviewed my vision of program
classification and added a new section on agile management in programs. I
have also added a measure of maturity based on a tool that I have developed in
recent years.
In Part II I have relabelled program components into program functions to

section on change management as this is more and more becoming an integral

part of the management of programs. My recent experience has also enabled
me to clarify further the roles and responsibilities of the different program
actors and, in particular, that of the business integrator.

follow clear steps in the management of their programs. It has also allowed
me to consolidate my confidence that the methods I have been promoting for

and of program management guides and standards has led me to review the
program life cycle that I had proposed in the first edition to align better with
a more unified view of program management that has emerged in the last few
years.
to achieve this is even more of an issue. Programs, by definition, constitute

operations that will enable it to deliver value. Program management concerns

executives, managers, students or academics understand the issues that arise

from the practice of Program Management and be able to, not only perform it,

difficult to express them in strategic terms or understand the implications of

their implementation.

understand how to integrate their business practices. This is especially true

benefits and, ultimately, create value; especially in a turbulent environment

will provide sponsors with a clear method for defining outcomes and benefits
and mastering their delivery and finally users will have the assurance that their
needs will be fulfilled, as much as is possible within the stated parameters.
Program Management
 Program Management

Acadian Asset Management LLC, Boston

Program
Management
Program Management

Adviser to executives sponsoring complex programs

Anne Boundford, PMP Programme Manager at Rolls Royce

Program Management

Program Management
This second edition of Program Management would not have been achievable
without the people who have trusted me to apply my expertise to their programs.

Standard for Program Management as well as being sought by the

. This has enabled me to gain a broader perspective of

the discipline and of its evolution.

to provide their endorsement.

face and virtual discussions about the difference of program management

conversations on the purpose, philosophy and approach of program

his comments made it into the final print.

xiv PROGRAM MANAGEMENT

and consultant in program management and related disciplines for the last

I have endeavoured to bring this worldwide expertise of program

ranging audience.
I was brought up in Canada where I started my professional life as an architect;

traditionally represent their clients and are expected to act “in lieu” of the client

the needs and expectations of my clients and translate them as best as I could to

well understood, either because they were not able or willing to clarify them or

planning to architectural programming, design, specifications writing and site

very well and be able to express them, not only in a drawing, but into and actual

became their Director of Development. That is when I started calling myself a

Project Manager

type of expertise would be called Program Management.

x PROGRAM MANAGEMENT
 CONTENTS vii

10.1 Capabilities Integration 235

10.3 Transition to Next Cycle 247

11.1 Value Realization Assessment 254

11.2 Manage Program Completion 255
11.3 Lessons Learned Finalization 259
11.4 Closing the Loop and Preparing the Next Challenge 261

Conclusion 263

References 265
Index 275
vi PROGRAM MANAGEMENT

PART II THE PROGRAM CONSTITUENTS

4.1 Program Functions in Standards and Guides 81

4.2 Decision Management 82
4.3 Program Governance 88
4.4 Stakeholder Engagement 96
4.5 Change Management 106

4.7 From Program Mastery to Function Mastery 115

5.1 Roles and Responsibilities 117

5.2 Leadership and Competencies 125
5.3 From Program Understanding to Doing 132

6.1 Comparison of Program Life Cycles 135

6.2 An Agile Program Life Cycle 137
6.3 From Life Cycle to Management of the Cycle 143

7.2 Program Formulation 148

8.1 Set-up Program Structure 176

8.2 Select Program Components for Cycle 182

Plan) 191
8.4 Authorize Next Cycle of Program Deployment 206
8.5 From the Decision to Its Implementation 208

9.2 Capabilities Transition 226

List of Figures ix
List of Tables xi
Preface xiii
Acknowledgements xv

PART I THE PROGRAM CONTEXT

1.1 The Emergence of Program Management 15

1.2 Visions of Program 15
1.3 The Issue of Uncertainty and Ambiguity 20
1.4 Comparison of Leading PgM Standards 25
1.5 From Program to Organization 27

2.1 Projects, Programs and Portfolios 29

2.2 Project-Based Organizations 37

2.4 From Managing Programs to Program Maturity 46

3.1 Program Culture 47

3.2 Program Maturity 57
3.3 Practical Advice to Support Maturity Increase and
Culture Shift 73
3.4 From Program Maturity to Mastery 77
All rights reserved. No part of this publication may be reproduced, stored
in a retrieval system or transmitted in any form or by any means, electronic,
mechanical, photocopying, recording or otherwise, without the prior permission
of the publisher.

Michel Thiry has asserted his right under the Copyright, Designs and Patents Act,

British Library Cataloguing in Publication Data

Library of Congress Cataloging-in-Publication Data

Thiry, Michel.

Includes bibliographical references and index.