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[null,"1.","Record Nr.",null,"UNINA9911007169803321"]
[null,null,"Autore",null,"PMI Project Management Institute"]
[null,null,"Titolo",null,"The Standard for Program Management - Fifth Edition"]
[null,null,"Pubbl/distr/stampa",null,"Chicago : , : Project Management Institute, , 2024"]
[{"$nulls":4},"©2024"]
[null,null,"ISBN",null,"9781523158164"]
[{"$nulls":4},"1523158166"]
[{"$nulls":4},"9781628258158"]
[{"$nulls":4},"1628258152"]
[null,null,"Edizione",null,"[Fifth edition.]"]
[null,null,"Descrizione fisica",null,"1 online resource (203 pages)"]
[null,null,"Disciplina",null,"658.4/04"]
[null,null,"Soggetti",null,"Project management - Standards"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,"Nota di contenuto",null,"Front Cover -- Title Page -- Copyright -- Notice -- Table of Contents -- List of Figures and Tables -- 1. Introduction -- 1.1 Purpose of The Standard for Program Management -- 1.2 What Is a Program? -- 1.2.1 Initiation of Programs -- 1.2.2 The Relationships among Portfolios, Programs, Operations, and Projects -- 1.3 What Is Program Management? -- 1.4 The Relationships among Organizational Strategy, Program Management, Portfolio Management, and Operations Management -- 1.5 Organizational Business Value -- 1.6 Role of the Program Manager -- 1.6.1 Program Manager Competencies -- 1.7 Role of the Program Sponsor -- 1.8 Role of the Program Management Office -- 1.9 Program and Project Distinctions -- 1.9.1 Uncertainty -- 1.9.2 Managing Change -- 1.9.3 Complexity -- 1.10 Portfolio and Program Distinctions -- 2. Program Management Principles -- 2.1 Stakeholders -- 2.2 Benefits Realization -- 2.3 Synergy -- 2.4 Team of Teams -- 2.5 Change -- 2.6 Leadership -- 2.7 Risk -- 2.8 Governance -- 3. Program Management Performance Domains -- 3.1 Program Management Performance Domain Definitions -- 3.2 Program Management Performance Domain Interactions -- 3.3 Strategic Alignment -- 3.3.1 Program Business Case -- 3.3.2 Program Charter -- 3.3.3 Program Management Plan -- 3.3.4 Environmental Assessments -- 3.3.5 Program Risk Management Strategy -- 3.3.6 Interactions with Program Management Principles and Other Program Management Performance Domains -- 3.4 Benefits Management -- 3.4.1 Benefits Identification "]
[{"$nulls":4},"-- 3.4.2 Benefits Analysis and Planning -- 3.4.3 Benefits Delivery -- 3.4.4 Benefits Transition -- 3.4.5 Benefits Sustainment -- 3.4.6 Interactions with Program Management Principles and Other Program Management Performance Domains -- 3.5 Stakeholder Engagement -- 3.5.1 Program Stakeholder Identification -- 3.5.2 Program Stakeholder Analysis."]
[{"$nulls":4},"3.5.3 Program Stakeholder Engagement Planning -- 3.5.4 Program Stakeholder Engagement -- 3.5.5 Program Stakeholder Communications -- 3.5.6 Interactions with Program Management Principles and Other Program Management Performance Domains -- 3.6 Governance Framework -- 3.6.1 Governance Framework Practices -- 3.6.2 Governance Framework Roles -- 3.6.3 Governance Framework Design and Implementation -- 3.6.4 Interactions with Program Management Principles and Other Program Management Performance Domains -- 3.7 Collaboration -- 3.7.1 Collaboration Factors Impacting Program Success -- 3.7.2 Collaboration for Benefits and Value Delivery Planning -- 3.7.3 Program Components and Activities Collaboration -- 3.7.4 Interactions with Program Management Principles and Other Program Management Performance Domains -- 3.8 Life Cycle Management -- 3.8.1 Program Definition Phase -- 3.8.2 Program Delivery Phase -- 3.8.3 Program Closure Phase -- 3.8.4 Interactions with Program Management Principles and Other Program Management Performance Domains -- 4. Program Activities -- 4.1 Program Integration Management -- 4.1.1 Program Integration Management Activities -- 4.1.2 Mapping of the Program Life Cycle to Program Activities -- 4.2 Program Definition Phase Activities -- 4.2.1 Program Formulation Activities -- 4.2.2 Program Planning Phase Activities -- 4.3 Program Delivery Phase Activities -- 4.3.1 Program Delivery Management -- 4.3.2 Program Performance Management -- 4.3.3 Benefits Sustainment and Program Transition -- 4.3.4 Program Change Management -- 4.3.5 Program Communications Management -- 4.3.6 Program Financial Management -- 4.3.7 Program Information Management -- 4.3.8 Program Procurement Management -- 4.3.9 Program Quality Assurance and Control -- 4.3.10 Program Resource Management -- 4.3.11 Program Risk Management -- 4.3.12 Program Schedule Management."]
[{"$nulls":4},"4.3.13 Program Scope Management -- 4.4 Program Closure Phase Activities -- 4.4.1 Program Closeout -- 4.4.2 Program Financial Closure -- 4.4.3 Program Information Archiving and Transition -- 4.4.4 Program Procurement Closure -- 4.4.5 Program Resource Transition -- 4.4.6 Program Risk Management Transition -- Appendix X1: Program Activities, Tools, and Techniques -- X1.1 Program Infrastructure Development -- X1.2 Program Change Assessment -- X1.3 Program Communications Assessment -- X1.4 Program Initial Cost Estimation -- X1.5 Program Information Management Assessment -- X1.6 Program Procurement Assessment -- X1.7 Program Quality Assessment -- X1.8 Program Resource Requirements Estimation -- X1.9 Program Initial Risk Assessment -- X1.10 Program Schedule Assessment -- X1.11 Program Scope Assessment -- X1.12 Program Change Management Planning -- X1.13 Program Communications Management Planning -- X1.14 Program Cost Estimation -- X1.15 Program Financial Framework Establishment -- X1.16 Program Financial Management Planning -- X1.17 Program Procurement Management Planning -- X1.18 Program Quality Management Planning -- X1.19 Program Resource Management Planning -- X1.20 Program Risk Management Planning -- X1.21 Program Schedule Management Planning -- X1.22 Program Scope Management Planning -- X1.23 Program Reporting -- X1.24 Program Cost Budgeting -- X1.25 Component Cost Estimation -- Appendix X2: "]
[{"$nulls":4},"Fifth Edition Changes -- X2.1 About This Appendix -- X2.2 Objectives -- X2.3 Approach -- X2.3.1 Format and Layout -- X2.3.2 Program Management Content -- X2.3.3 Building on the Previous Editions -- X2.4 Overview of Sections -- X2.4.1 Section 1: Introduction -- X2.4.2 Section 2: Program Management Principles -- X2.4.3 Section 3: Program Management Performance Domains -- X2.4.4 Section 3.3: Strategic Alignment -- X2.4.5 Section 3.4: Benefits Management."]
[{"$nulls":4},"X2.4.6 Section 3.5: Stakeholder Engagement -- X2.4.7 Section 3.6: Governance Framework -- X2.4.8 Section 3.7: Collaboration -- X2.4.9 Section 3.8: Life Cycle Management -- X2.4.10 Section 4: Program Activities -- X2.4.11 Appendix X1 -- Appendix X3: Contributors and Reviewers of the Standard for Program Management -- X3.1 Contributors -- X3.2 Staff -- References -- Glossary -- Index -- Back Cover."]
[null,null,null,"Sommario/riassunto","Programs are critical to organizations looking to optimize benefits and achieve strategic objectives. From initiation to benefits realization, program managers and teams unite the efforts of related projects to create more benefits than the sum of their component parts, adding value through the principles of program management. The Standard for Program Management—Fifth Edition is the definitive standard for individuals and organizations seeking to enhance their program management practices. This edition identifies the eight principles that guide behavior within program management practices and trends, establishing the publication as a principle-led standard. A new program management performance domain—Collaboration—is introduced and incorporated with reorganized content for a streamlined approach to reading, understanding, and using the standard. The Project Management Institute (PMI) offers this updated standard as a powerful tool for a broad range of organizations, regardless of their project delivery approach. This edition of The Standard for Program Management is closely aligned to and builds upon the knowledge captured in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Seventh Edition. It can equip anyone involved in program management with clear, complete, and relevant information to improve their practices. This standard is an invaluable resource for portfolio, program, and project managers, as well as senior managers and stakeholders. This standard, which is aligned with other PMI standards, underwent a rigorous review process and is approved by the American National Standards Institute (ANSI)."]