Bodies of Knowledge R3D

Business Program Manager

R3D’s Bodies of Knowledge

Business program management and project management are two separate disciplines. Each has its own dynamic and lifecycle, as well as roles and responsibilities. R3D has designed bodies of knowledge for each of them, covering the skills needed to help everyone involved do their job properly.

Organizational Know-how Body of Knowledge – Business Program Office

This body of knowledge describes the key concepts and roles of business program management and project management and delimits each one’s responsibilities. It describes what business program management and the business program office are and then goes on to explain how the business program office ensures that the organization’s programs and projects are delivered successfully. The body of knowledge also provides techniques that improve the management of perspectives and strengthen support for business units via a proven business program management methodology, tools and practices.

Organizational Know-how Body of Knowledge – Business Program Management

The business program manager and his program office choose the activities and projects needed to achieve the company’s strategic objectives and ensure development. Together, they see that the human, material and financial resources are put to the best use and evenly allocated.

The business program office implements the tools needed to monitor the programs and communicate the results, and makes certain those tools are upgraded and used properly. Overall, it manages change, risks and their impacts.

R3D’s body of knowledge provides a business program management model based on the following principles:

  • The business case for a major investment or a key change in the company must be produced by management, which does not assign this responsibility to an outside player
  • Development of the project represents the major share of the initial investment. It is assigned to the project manager. His absolute proficiency guarantees that the project can be controlled and the expected deliverables produced
  • Acceptance is a crucial phase; it involves verifying that all components and deliverables comply with the specifications and integrate smoothly into the operating environment
  • Deployment ensures that every employee implements the elements that best reflect his unique position
  • Operation is the return to service once the transformations have been achieved

The Organizational Know-How Body of Knowledge

Business Program Management and Business Program Office also provides an approach for positioning and setting up a business program office. This body of knowledge was developed around industry best practices and comprises the following 11 facets:

  1. Program Definition and/or Evolution
  2. Program Component Selection
  3. Program Management and Reporting
  4. Business Risk Management
  5. Change Management
  6. Partnership Formation and Management
  7. Value (Benefits) Management
  8. Requirements Management and Work Organization
  9. Knowledge Capitalization
  10. Communication
  11. Business Program Office Evolution