Course Length:

32 Hours

Course Description:

This course provides students with a model, tools, skills, and hands on experience working in an agency leadership and management role. Students will develop a clear understanding of the program manager’s functions and how they differ from those of a project manager. Tools necessary for gathering information necessary to support decisions in large scale dynamic leadership position are inventoried and explored in depth. Processes for generating and understanding the outputs of program level management activities are developed. In the classroom labs, students function in the role of a program manager working in a program environment. Using lab inputs, program management tools, skills, and feedback from their actions, students pursue a strategic mission. Students gain successful hands-on experience using a functional program management model.

Who Should Attend:

This course is specifically developed to support Program Managers who need to meet the Government Specific III core training requirements of the Federal Acquisition Certification for Program and Project Management (FAC-P/PM) program.

Benefits of Attendance:

Upon completion of this course, students will be able to:

• Work with a warranted contracting officer and develop the overall strategy for managing an acquisition.
• Employ strategic planning and resource management in the federal environment (budget cycle, paperwork, and congressional considerations).
• Manage a program in accordance with the agencies and OMB planning, programming, and budgeting processes.

Prerequisites:

There are no prerequisites for this course.

Course Outline:

• Introduction
  1. Course Overview
  2. Program Management Model
  3. Core Tools of Program Management
  4. Core Skills of Program Management
  5. Intended Outcomes of the Course
• The Context Program Management
  1. The Program Management Model
  2. Benefits Administration
  3. Program Management within the Agency
  4. The Project Management Model
  5. The Functional Management Model
  6. Program Management vs. Project Management
  7. Program Management vs. Functional Management
  8. The Integrated Organization
  9. Defining the Role of the Program Manager
  10. Key Roles Interfacing with the Program Manager
  11. Lab: Identifying the Functional Roles in your Program Environment
  12. Lab: Mapping the Management Structure of your Environment
• The Process of Program Management
  1. Interpreting Department/Agency Policies and Directives
  2. Determining Policies and Directives Applicable to your Program
  3. Benefits Identification
  4. Benefits Measurement
  5. Lab: Defining Extent of your Program
  6. Risk Management
  7. Quality Definition and Management
  8. Budgeting and EVM
  9. Lab: Defining the Scope your Role as a Program Manager
  10. Lab: Laying out your Program Management Cycle
• Program Management Activities
  1. Examining and Evaluation Logistics Support
  2. Commercial, Pubic sector, and Technology
  3. Establishing Logistics Support Program Goals
  4. Lab: Planning Program Logistics Support
  5. Life Cycle Product Support Strategy
  6. Alternative Design Solutions
  7. People, Products, and Process
  8. External and Internal Interfaces
  9. Lab: Planning a Product Life Cycle
  10. Oversight of Design Solution Selection Processes
  11. Lab: Selecting a Design Solution
• Program Management Decision Support
  1. Materials Management Actions
  2. Production Coordination
  3. Oversight
  4. Integration
  5. Earned Value Systems and Metric Selection
  6. Lab: Planning Materials Management with Integrated EVM
  7. Team Formation & Organization
  8. Scheduling
  9. Lab: Team Selection, Recruitment, and Tasking
  10. Lab: Life Cycle Cost Analysis Case Study
• Workshop: Program Design, Implementation, and Ongoing Management
  1. Supporting a Mission with an Acquisition
  2. Pre-award Planning Actions
  3. Defining Internal Controls
  4. Strategic Planning
  5. Management Planning