Program Management for IT Professionals (2018)

Course details

The failure of large IT projects can take a devastating toll on a company's finances, as well as employee morale. Program managers—using their unique blend of project and people management expertise—work to avoid such botched projects by effectively managing risks and breaking down unwieldy projects into manageable tasks. In this course, learn how to successfully manage large IT projects—from the planning stages to a project's release—by learning the basics of program management. Instructor Hubbert Smith helps to equip you with the hard and soft skills you need to excel in this challenging, in-demand career. Throughout this course, Hubbert shares real-world examples as he steps through each of the phases of program management, from concept development to delivery and release.

Learning objectives
Hard skills and soft skills needed for program management
Reporting and managing risk
Phases of program management
Understanding customers
Running effective team meetings
Working with partners
Engineering, architecture, design, and code reviews
Managing delivery and release
Competitive analysis
Measuring results

Concepts

0. Introduction

01 - Why program management matters

1. Career in Program Management

02 - Program managers take a concept to revenue
03 - Hard skills and soft skills of program management careers
04 - Reporting and managing risk

2. Concept Development - Project Phase 0

05 - The phases of program management
06 - Phase 0 mission - The planning phase
07 - Understanding the customer
08 - Voice of the customer
09 - Running early team meetings
10 - Team dynamic growing pains
11 - Smaller stepping stone projects vs. a big project
12 - End of concept development - Phase 0

3. Plan and Scope - Project Phase 1

13 - Phase 1 mission - Plan of record with scope schedule and resources
14 - Scoping and writing an MRD
15 - Onboarding
16 - Scoping and MAP day - Scope, schedule, and staffing
17 - Communication and tracking templates
18 - Working with partners

4. Development and Execution - Project Phase 2

19 - Engineering peer reviews
20 - Risk management
21 - Team dynamics, celebrate success, and up-front rewards
22 - System performance as part of scope
23 - Knowledge exchange - Quality assurance to engineering

5. Delivery and Release - Project Phase 3

24 - QA and release criteria - Change control
25 - Support and compatibility
26 - Competitive analysis
27 - Early customer and reference accounts
28 - Product management checklist
29 - Sales marketing checklist
30 - Price list and review

6. Operate - Project Phase 4

31 - Mission

Conclusion

32 - Career path and next steps

Program Management for IT Professionals (2018)

Authors

Hubbert Smith