I've read through the Foundational guides for the following: Project Management, Program Management, Business Analysis & Agile. However, I cannot find anything that specifies how to setup and perform Program Management for a multi-year Program that consists of a series of agile projects.
Conceptually, we all understand how individual agile projects run. We need some sort of process for how to track milestones, hours and costs at the Program level, and we keep coming back to the impasse of agile vs. traditional. "That's not how agile works." "Governance slows us down." These are common refrains we hear.
Can anyone recommend any of the PMI books, certifications, micro-courses, udemy courses or anything of the like that explains the principles of how to manage a large multi-year program that is comprised of a series of agile projects?
I'd suggest looking at Disciplined Agile as it does provide insights into this topic. You can access the DA resources from PMI's website using the "9 dots" menu in the top left corner of the site.
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
With all my due respect, first thing is do not call things Agile something. With that said, my recommendation is going to SAFe and more specific taking a close look to all related to LPM (Lean Portfolio Management) which is independent of SAFe. SAFe will provide just a good example to the way to implement it. Just to comment, no matter I have certifications in SAFe and I actively use it, I am not saying that people just to use it. What I am saying is a good framework for reference about things like LPM becouse some topics like take into consideration cadence related to market cycles. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
George,
Kiron (DA, now PMI) and Sergio (SAFe, not PMI) gave you some relevant input. I would add looking at Axelos's Managing Successful Programs and models of 'agile' companies like Haier, Spotify, ING.
And you mentioned governance, so look at governance models, e.g. from PMI 'governance of Portfolios, Programs, and Projects: A Practice Guide (2016)'.
PMI does not cover every corner in need of the project economy, most standards and guides are focused on the individual, not the organization (no PMO standard for example, no organizational certification). From its DNA PMI is B2C not B2B.
For the voices saying 'thats not how agile works', if they come from Scrum and the Manifesto, they have no clue what WoWs exist in the organizational sphere, where you cannot only rely on self-management and servant leadership (nurturing the western paradigm of individual freedom) and failing - as one alternative - on the eastern paradigm of success by community. Saving Changes...
"Life is but a walking shadow,
a poor player that struts and
frets his hour upon the stage
and then is heard of no more.
It is a tale told by an idiot,
full of sound and fury,
signifying nothing."
