Course in Program Management and Understanding the Lifecycle and Phases of a Program

In today’s rapidly evolving business environment, the need for integration and coordination across multiple projects within a single program has become essential for achieving institutional strategic objectives.“Program Management and Understanding the Lifecycle and Phases of a Program” course, offered by Geneva Institute of Business Administration, provides a comprehensive overview of how to plan, implement, and monitor programs. It focuses on core concepts, organizational frameworks, and leadership skills required for effective program management.
This course aims to enhance participants' capabilities in addressing the challenges faced by program managers, clarify the relationship between individual projects and overall program objectives, and present a practical framework for understanding the program lifecycle and its detailed stages.

Target Audience

• Project managers seeking to develop their program management skills.

• Program and strategic initiative managers in public and private sectors.

• Portfolio management officers and PMO professionals.

• Professionals interested in understanding the connection between programs, projects, and strategic implementation.

Objectives

• Distinguish between project, program, and portfolio management.

• Identify the components and main stages of the program lifecycle.

• Analyze the alignment between programs and institutional strategic goals.

• Apply program management methodologies to ensure sustainable success.

Course Outline

 Concepts of Program and Project Management

• Key differences between projects and programs.

• Program objectives vs. individual project goals.

• The role of program management in achieving organizational vision.

• Modern principles and historical evolution of program management.

Organizational Structure of Program Management

• Establishing a Program Management Office (PMO) and assigning roles.

• Governance levels and their impact on execution efficiency.

• The relationship between the PMO and program management.

• Institutional success criteria in program execution.

Components of the Program Lifecycle

• Program lifecycle stages: from initiation to closure.

• Major transformation points within the program.

• Linking the program lifecycle with subordinate projects.

• Factors affecting the dynamics of each lifecycle stage.

 Initiation and Planning Stage

• Analyzing organizational needs to establish a program.

• Defining the vision and strategic objectives of the program.

• Identifying the scope and expected deliverables.

• Preparing the roadmap and general timeline.

Managing Projects Within the Program

• Methods for integrating projects into a unified program.

• Coordinating outputs and avoiding overlaps.

• Resource control across different projects.

• Monitoring collective performance to achieve program goals.

 Risk and Challenge Management

• Categorizing risks at the program level.

• Tools for strategic risk analysis.

• Institutional response to multiple risks.

• Adapting to challenges and sudden changes.

 Execution and Coordination Across Projects

• Managing communication across diverse project teams.

• Controlling group progress across all projects.

• Integrating project outcomes within the program structure.

• Handling conflicts and ensuring alignment.

 Monitoring and Controlling Program Performance

• Key Performance Indicators (KPIs) for programs.

• Regular reporting and interpretation methods.

• Corrective action mechanisms for deviations.

• The role of technology in streamlining oversight.

Closure and Final Delivery Phase

• Evaluating program outcomes against objectives.

• Documenting lessons learned and acquired knowledge.

• Delivering results to end beneficiaries.

• Closing contracts and operational obligations.

 Leadership and Behavioral Skills for Program Managers

• Traits of effective leadership in program environments.

• Managing diverse and geographically dispersed teams.

• Promoting a culture of collaboration and institutional discipline.

• Making strategic decisions under pressure.