Program Work Breakdown StructuresAssume that you are an effective program manager:

• Discuss your approach for developing a program schedule, estimating costs, and developing a budget.
• Would you use each project’s WBS or create a program WBS, and why?
• How this might affect the competitive position of the organization?

Readings The following is an integral part of managing projects, programs, and portfolios and should be consulted, as The Standard for Program Management (3rd edition) does not include this information, but refers to the PMBOK® Guide for more information.Use the Capella University Library to complete the following:

• In  Project Management Institute. Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition and Agile Practice Guide. Newtown Square. PA. 2017. 
  • Read Chapter 7, “Project Cost Management,” pages 231–270.
  • Read Chapter 8, “Project Quality Management,” pages 271–306.

   Use the Capella University Library to complete the following:

• In Project Portfolio Management Strategies for Effective Organizational Operations:
  • Read Chapter 7, “Optimizing Portfolio Value through Comprehensive Project Metrics,” pages 178–201.
• Read Lyngsø Møller, M. O., Horsager, B., & Tambo, T. (2016, October). Understanding the influence of knowledge-sharing in project portfolio management in professional services. Paper presented at the International Conference on Intellectual Capital and Knowledge Management and Organisational Learning, Kidmore End.
• Read Ong, H. Y., Wang, C., & Zainon, N. (2016). Integrated earned value Gantt chart (EV-Gantt) tool for project portfolio planning and monitoring optimization. Engineering Management Journal, 28(1), 39–53.
• Read Petro, Y., & Gardiner, P. (2015). An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations. International Journal of Project Management, 33(8), 1717–1729.
• Read Vukomanović, M., Young, M., & Huynink, S. (2016). IPMA ICB 4.0 — A global standard for project, programme and portfolio management competences. International Journal of Project Management, 34(8), 1703–1705.
• In Project Management Institute. (2013). The standard for program management (3rd ed.). Newtown Square, PA: Author.
  • Read Chapter 8, “Program Management Supporting Processes,” pages 73–106. 

  Use the Capella University Library to complete the following:

• In Project Portfolio Management Strategies for Effective Organizational Operations:
  • Read Chapter 7, “Optimizing Portfolio Value through Comprehensive Project Metrics,” pages 178–201.
• Read Lyngsø Møller, M. O., Horsager, B., & Tambo, T. (2016, October). Understanding the influence of knowledge-sharing in project portfolio management in professional services. Paper presented at the International Conference on Intellectual Capital and Knowledge Management and Organisational Learning, Kidmore End.
• Read Ong, H. Y., Wang, C., & Zainon, N. (2016). Integrated earned value Gantt chart (EV-Gantt) tool for project portfolio planning and monitoring optimization. Engineering Management Journal, 28(1), 39–53.
• Read Petro, Y., & Gardiner, P. (2015). An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations. International Journal of Project Management, 33(8), 1717–1729.
• Read Vukomanović, M., Young, M., & Huynink, S. (2016). IPMA ICB 4.0 — A global standard for project, programme and portfolio management competences. International Journal of Project Management, 34(8), 1703–1705.
• In Project Management Institute. (2013). The standard for program management (3rd ed.). Newtown Square, PA: Author.
  • Read Chapter 8, “Program Management Supporting Processes,” pages 73–106.

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