Project Management Institute

Delivering Strategic Initiatives with Program Management with Michel Thiry

Description

Topics: Strategic Application and Governance | Program Management / Programme | Benefits Realization | Stakeholder Engagement

In the last few years, PPPM roles have expanded to include the delivery of strategic initiatives and the realization of business benefits. This virtual course is designed to help practitioners define what program management is and is not, gain a better understanding of program management, and develop capacities to lead business initiatives. This will be achieved by sharing real-life examples and discussing different approaches to program management. In addition, the seminar will provide strategies for marketing program management and your programs to stakeholders.

NEW VIRTUAL ONLINE SEMINAR. The seminar will rely on an online meeting medium and will resort to collaboration tools for interaction. It will aim to be highly interactive and require minimal technical knowledge. Let's change the world, a little at a time!

Specifically:

  • Directors or program sponsors will develop an understanding of the roles and responsibilities of an active sponsor. 
  • Project managers will learn how projects contribute to a program.
  • Program managers will better understand their role, from formulation to transition and closure.
  • Portfolio managers will develop the knowledge necessary to evaluate the contribution of program management to their business.
  • PMO managers will identify aspects of program management processes and procedures required to successfully realize benefits.

What You Will Learn

  • Understand the personal and business requirements necessary to manage a program
  • Comprehend the difference between programs and projects
  • Align actions and decisions to organizational objectives and strategic goals
  • Adjust to changing circumstances and realignment of objectives
  • Support change and decisions to realize strategic & business objectives
  • Appreciate the use of program resources to ensure benefits delivery
  • Demonstrate capability to oversee multiple interdependent and interrelated projects.
  • Recognize the role of the program manager as the sponsor for projects within their program
  • Actively manage business value and stakeholders’ benefits
  • Recognize why, when and how to use program management
  • Support the development of a program framework and culture

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Leadership and Strategic PDUs apply evenly across all credentials and Technical PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials.
Technical Leadership Strategic Total
PMP/PgMP 7 2 5 14.00
PMI-ACP 0 2 5 7.00
PMI-SP 0 2 5 7.00
PMI-RMP 0 2 5 7.00
PfMP 0 2 5 7.00
PMI-PBA 0 2 5 7.00
pmi_talent-triangle_alignments_technical_rgb pmi_talent-triangle_alignments_leadership_rgb pmi_talent-triangle_alignments_strategic_rgb pmi_talent-triangle_alignments_rgb

Seminar Instructor(s)

Michel

Michel Thiry PhD, PMI Fellow

Michel Thiry has extensive worldwide experience and has worked in many cultural environments. He is recognized as a worldwide authority in strategic applications of project, program, and value at the organizational level and has supported the development and implementation of a number of strategic programs for major corporations in various fields, including construction, financial, pharmaceutical, IT and IS, telecom, water treatment, transportation (air and rail), local government, and others, using agile and change concepts. He is a regular keynote speaker for major International events, both at the academic and practice levels since 1996, and a seminar leader for PMI's SeminarsWorld® since 2001. He has written and lectured widely, including 27 PMI global congresses and multiple keynotes at PMI chapter annual conferences worldwide, and been invited to sit on expert panels in international academic and practitioner forums.

In 2013, PMI published a revised and updated version of his book A Framework for Value Management Practice. His 2010 book Program Management has been presented with an Award of Merit by the Canadian Project Management Association and is on PMI’s recommended list of readings for the PgMP® Exam. The second edition has just been published. In addition, he has written a number of book chapters on value, program and portfolio management in prominent PM books such as the Gower Handbook of Project Management, 3rd and 4th editions, and the Wiley Guide to Project, Program and Portfolio Management, published by Wiley (2007). He was also a contributing editor for PM Network from 2003 to 2008, a “significant contributor” to the PMI Standard for Program Management, 3rd Edition (2013), and was on the core team of the new PMI Practice Guide to Managing Change in Organizations (2013).

Michel has obtained an MSc in organizational behaviour with the School of Management and Organizational Behaviour at the University of London, and a PhD on the contextualisation of project organizations at Middlesex University. In 2006, he was elected PMI Fellow for his continued contribution to project management, and in 2007 he was nominated Fellow of the Association for Project Management. In 2008, he was awarded a Life Achievement Award by the Canadian Society of Value Analysis. In 2014, he was awarded the PMI Eric Jenett Project Management Excellence Award for outstanding contributions to the practice of the profession, and leadership in advancing project management concepts, techniques, practices, or theories.

Course Information

PDUs
14
CEUs
1.4
Length
2 Days
Dates
17 - 18 June 2020

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