The Anatomy of a Benefits Register in Program Management

As deliverables are to projects, and organizational strategic objectives are to portfolios, so are benefits are to programs! I keep on saying: 

Project delivers. Program coordinates. Portfolio decides.

In other words, project produces the deliverables, program coordinates for the benefits, and portfolio decides on the components – which component to take, drop, suspend, or resume in order to meet the strategic business objectives.

Benefits can be delivered individually by individual program components or it can be collective benefits coming from an integrated work done by the program manager. It’s the job of the program manager to ensure the benefits are realized in a timely manner. 

Now, irrespective of your desired certification – Portfolio Management Professional (PfMP), Program Management Professional (PgMP), or Project Management Professional (PMP) – it pays to understand the concept of benefits and benefits management. 

In particular, it’s crucial for program management when you pursue the Program Management Professional (PgMP) certification. 

In fact, there is a dedicated performance domain (PD) called Benefits Management. This directly maps various phases of the Program Life Cycle Management PD. In addition, there is a distinct principle: Benefits Realization.

 

Benefit and Benefits Register

Benefit is the gains and assets realized by the organization and other stakeholders as the result of outcomes delivered by the program. 

Simply put, the essence of benefits is to capture gains. 

Next, the benefits register collects and lists the planned benefits for the program. It’s the repository where in which benefit profiles are recorded for each benefit. 

One can’t identify all possible benefits at the outset for a program as there can be unplanned, unexpected and/or emergent benefits. However, Benefits Register being the central repository is a powerful tool in Program Management.

The Anatomy of a Benefits Register

Did you notice that I informed about benefit profile, which is recorded in the Benefit Register? A benefit profile is a description of the benefit (to be delivered by a program), its intended beneficiaries, and criteria for its realization. 

When you complete a profile for each benefit, it helps in analysis and planning. 

A benefit profile description includes:

• What part - what the benefit is?
• Who part - who is the benefit is for?
• When part - when the benefit is intended?
• Why part - Why we need the benefit?
• Categorization - the Benefit's categorization
• Criteria for Measurement – Metrics/measure and to determine benefit realization.

Each benefit profile will become a part of the Benefits Register. This in turn supports the Benefits Management Plan (BMP).

Benefit Profile

In the below figure, I’ve outlined a benefit profile which will give an understanding of the benefit’s attributes and measures. The reference for it taken from the Project Management Institute (PMI). 

As noted earlier, this benefit profile will be recorded in the Benefits Register and will used throughout the program life cycle, though it’s first created during Benefits Identification stage.

Sample Benefits Register

Now, you’d thinking how does a Benefit Register look like? I’ve already provided a sample in a previous article of Benefit Management in Project (see here). This is replicated below.

I’m going to expand a bit more on it to have the below Program Benefits Register.

As I expand on Benefits Register with the categorization and attributes, I’ve the following representation. In the real-world program management, one can maintain a spreadsheet, e.g., XLSX file. 

The previous table is continued below. I’ve kept the first column of Benefit ID below for continuity.  

Did you notice the entry of key stakeholders above? 

This is because benefits are fundamentally about gains realized by the beneficiaries (or stakeholders). 

Elements of Benefits Register

Next, let’s go through the elements of the above Benefit Register. Do note that the Standard for Program Management (SPgM) only informs about the Program Benefits Register, not the Benefit Profile!

• Benefit ID – The benefit identifier, which uniquely identified the benefit.
• Benefit Label (Name) – The name of the benefit.
• Benefit Description – The illustration of the benefit.
• Benefit Categorization – The category to which a benefit belongs to. One a benefit can belong to multiple categories!
• Benefit Owner – The person or group who will own the benefit.
• Expected Timing – This can be divided into two, i.e. Start Date and End Date. This informs when the benefit is expected to be delivered.
• Mapping – Mapping of planned/expected benefits to the program component(s). 
• Risks – The risks assessment of the benefits and probability of achieving the benefit.
• Dependencies – Dependencies for the benefit.
• Assumptions – Assumptions associated with the benefit.
• Metrics – The metrics needed to measure the benefits.
• Target Value – The target value of the benefits – preferably quantifiable.

I’ve not added all the fields in the spreadsheet shown above, e.g., Risk Probability. Each program benefit should be assigned a risk probability. Indeed, several factors can drive the probability. For example, the number of components needed to realize the benefit can be one of the factors. 

Taking another example, one of the attributes can be the status or progress indicator for each benefit. This also can be added to the above spreadsheet. 

The depth and breadth of attributes will determine the intensity with which you – the Program Manager – will track the benefits coming from the program components. 

In Summary

In my earlier linked article, I’ve informed about Benefits Management Plan being used in the PMP certification. 

A number of PMP certified professionals pursue PgMP certification. When you go for the Program Management Professional (PgMP) certification, the Benefits Register is one of the key artifacts to know along with:

• Program Benefits Management Plan,
• Program Benefits Management phases (multiple ones),
• Program Benefits Map,
• Program Principle – Benefits Realization (a distinct principle), and
• Program Performance Domain – Benefits Management (a dedicated domain). 

That's quite a few! Isn't it?

However, when you follow and prepare with ManagementYogi’s courses and/or books, you’ll learn them not only in-depth, but also in a practical manner.

References

[1] Benefits Realization Management for Projects, by Satya Narayan Dash, CIPSA, CHAMP.

[2] Portfolio Management - Benefits Dependency Map, by Satya Narayan Dash, CIPSA, CHAMP.

[3] The Standard for Program Management, from Project Management Institute (PMI).

Program Management Demystified – What It Is and What It’s Not

  

Program management is often misunderstood as simply “managing multiple projects”. In reality, it is a strategic discipline focused on managing related initiatives to achieve broader organizational outcomes leading to benefits aligned with strategic objectives. 

Unlike project management, which zeroes in on delivering specific outputs or deliverables within the defined constraints of scope, schedule and cost, program management connects the dots among the interrelated group of projects, subprograms and program activities – known as program components. 

A program aligns its components with business goals, manages interdependencies, and ensures that the combined value exceeds the sum of individual efforts. In fact, in the Standard for Program Management (SPgM), there is a principle (PR): Synergy.

The Synergy PR explicitly tells this: we create more than what is possible/achievable by a program’s individual component parts.

In this article, we will know more on Program Manager and act of doing so – Program Management. I’ll try to remove many misconceptions and will follow the same pattern as used in CIPSA course – What It’s and What It’s Not.

I'd also suggest that you read this article in combination:

Decoding A Program – What It Is and What It's Not

Now let's dive-in.

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1. Not only Knowledge and Skills, but also Principles.

Program management is not only the application of knowledge and skills, but also principles.

For the first time, in the NEW Standard for Program Management (SPgM), PMI has added a number of principles which permeates across various performance domains. Yes, knowledge and skills are needed to perform program management. However, principles are equally important. 

For example, there is principle of Governance, which is a must-have in order to manage programs effectively. 

2. Not only a Manager, but also a Leader.

The program manager is both the manager and leader of the program.

As the SPgM notes and I quote verbatim:

"Program management is led by a program manager, who is the person authorized by the performing organization to lead the team or teams responsible for achieving program objectives."

You, the Program Manager, are the leader of the program. Make no mistake about it. However, leadership and management are not the same. To know more leadership, you can read this comprehensive article. The prior linked article is about project managers, but many aspects will be applicable to Program Managers, too. 

3. Not Just Traditional, but also Agile.

While planned benefits' delivery in phase-based manner is well-understood, program benefits can also be delivered in an Agile mode.

Programs can have phase- or gate-based approach to deliver the benefits. One can also deliver the benefits in an Agile mode. 

For the planned/target benefits to delivered in Adaptive mode, the approach is to deliver in an increment manner, i.e., we get incremental benefits. In Agile approach, iterations are typically used and incremental benefits are given at the end of every iteration.

Agile at Scale framework, such as Certified In Practical Scaled Agile (CIPSA), can be used for incremental delivery. 

4. Not only Vertical, but also Horizontal. 

Program managers look at both the aspects for communications – vertical and horizontal. 

When I say both vertical and horizontal areas of program, there are many aspects to it.

As a Program Manager, you have to provide solid horizontal and vertical communications with the stakeholders. Another aspect is horizontal coordination with other program managers under the same portfolio, but also vertical support for the top leadership. After all, a program should be strategically aligned. 

5. Not a Politician, but Politically Savvy.

A program manager is not a career politician playing politics, but should be politically savvy showing sensitivity to diverse interests.

Your job is that of a program manager, not of a politician. Many don't touch this aspect of politics, but I certainly will! A number of organizations have too much political climate, where rarely anything gets done, other than playing politics. This is one of the key reasons for their failures. 

However, as a program manager, you need to be politically savvy. You need to be politically aware and pay close attention to the interest of the program stakeholders – especially stakeholders with high power, interest, and influence. However, you've to act with integrity. 

6. Not only Benefits, but also Strategic Alignment.

Programs delivery benefits taking a number of related components. Programs are also aligned with strategic objectives of an organization. 

Programs are typically initiatives within a portfolio. When a program is initiated a program manager is assigned. It's the job of the program manager to not only deliver the benefits, but also continuously align the program with strategic objectives while being in pursuit of the benefits to be delivered. 

In other words, the benefits and value to be delivered are important to an organization's strategic business objectives.  

7. Not only the Mentor, but also a Facilitator.

Program Managers wear many hats, including those of a mentor and facilitator depending on the context and situation.

A Program Manager (PgM) acts as mentor while ensuring that standards and practices are understood and followed.

Coming to the role of a facilitator, here is an example. Program is a team of teams. But some teams may not be under the direct authority of you, the Program Manager. In such cases, facilitation may be required. 

Note: There is another principle called Team of Team (ToT PR) specifically for program management.

8. Not Managing Operations, but Managing Program Components.

Program Managers don't manage operations, but manage the program itself.

A program manager considers the program elements such as projects, subsidiary program and program related activities. Operations, usually, are not under the scope of the management because operations are ongoing in nature. 

However, operational activities that directly related to a program's components may be considered as program-related activities. This is distinction is very important to know.

9. Not One Governance Body, but Multiple Governance Bodies.

In practice, most program managers have to deal with multiple governance bodies, not just one!

The program management standard talks about approaches, principles, performance domains and practices for most of the programs, most of the times. 

Nevertheless, considering governance, most program managers will have to deal with multiple governance bodies, not just one body. On ground, governance functions are performed through multiple governance bodies. 

10. Not only Top-Down, but also Bottom-Up. 

As a program manager, you've to be familiar with management of both types of programs: top-down or bottom-up. 

In a top-down approach, programs are taken fresh to pursue new goals and objectives. This are usually initiated with a Portfolio. See PfMP Live Lessons – Guaranteed Pass for more details on portfolio and the initiatives within. An example can be an initiation of a program within a portfolio as part of organization's strategic planning cycle.

On the other hand, it's possible that some of the projects are already running and it was decided to run them together as a program. These projects/subprograms have relatedness and interdependencies and hence, they are better managed as a program. 

Again, you – the program manager – have to know both these approaches and how to conduct various program activities in both the cases.

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Summary Table – Program Management 

Conclusion

Program Management is not merely coordinating projects but goes beyond. It’s about creating alignment, enabling strategic execution, and driving long-term value for your organization by delivering benefits.  

Above all, it's applying the program management principles, which are woven with the various program management performance domains. 

When done well, program managers and program management become the bridge between organization’s vision and ground execution with a set of interrelated components. 

As I wrote in the beginning, it’s about synergy–creating more than what’s possible by individual component parts. Indeed, it is!

You may also like:

[1] Guaranteed PfMP Live Lessons Course, by Satya Narayan Dash, CIPSA, CHAMP.

[2] Guaranteed PMP Live Lesson Course, by Satya Narayan Dash, CIPSA, CHAMP.

[3] Guaranteed RMP Live Lessons Course, by Satya Narayan Dash, CIPSA, CHAMP.

[4] Guaranteed ACP Live Lessons Course, by Satya Narayan Dash, CIPSA, CHAMP.

Decoding A Program – What It’s and What It’s Not!

Recently, I was interacting with a few project managers who have years of experience in the field and they wanted to pursue program or portfolio management. They quickly understood portfolios, because it’s sharply different and distinct compared to projects. 

However, they struggled to understand program and its management – particularly the PMI way. 

Certain questions came-up:

1. Why not take a big project in place of a program?
2. If programs have strategic alignment, then why we need portfolios?
3. What exactly are the components of a program? Are operations part of it?
4. In my organization, many projects are running, but there are no programs. Why is that?
5. I tried to run a program in my organization, but the Project Management Office (PMO) rejected the proposal.
6. And more…

In this article, I'll elaborate on the program management in what it's and what it's not. It'll follow my CIPSA Article Series. CIPSA is world’s only practical, hands-on Scaled Agile certification. You can read the series here:

CIPSA – What It's and What It's Not

This approach benefits both the CIPSA aspirants and successful CIPSAs. Hence, I’ll take a similar approach here. 

Now, let us dive-in.

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1. Not Disparate Goals, but Common or Complementary goals.

Program components will have common or complementary goals, not disparate ones. 

Program can have components such as projects and subprograms. Projects are usually the core components of a program. Subprogram is a group of related projects managed as a program within a program. 

All the program components will have common goals. These goals will be documented in the Program Management Plan. 

2. Not Outputs or Outcomes, but Benefits.

Projects provide the outputs/results (deliverables). Programs deliver the benefits. 

The definition of a program given by the Project Management Institute (PMI) says it clearly. It's noted below:

"A program comprises related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually."

Did you notice? In programs, it's about benefits. We manage the related group of projects and subprograms in order to deliver benefits to the organization. This is not possible if you  run them separately. 

3. Not Disparate Benefits, but Common Ones.

Program components jointly produce common benefits. 

This is related to the first point. However, it's with respect to the benefits – not goals. It’s possible that the program components don’t jointly contribute to the delivery of common benefits, but disparate ones.

In such a case, if the program components are related only by common sources of technology, stakeholders, or geographical locations etc., they are better managed as portfolios rather than as programs. It's very important to understand.

For example, it's possible in an organization you've multiple business units (BU). One BU is very specific to North America region. Within this portfolio, you have a collection of projects, programs, subportfolios, operations. The commonality among the portfolio components here is the geo-location.  

4. Not Isolated, but Related.

Program components are related to each other. It's a group of related projects and/or subprograms.  

The components in a program are always related. It's a group, not a collection of components as in portfolios. This relatedness is always there among the program components.

Because of this relatedness, we have interdependencies among the program components. These interdependencies can be visually shown by the Program Roadmap.

5. Not Alone, but can be Stand-alone and a Part of!

Programs can be stand-alone and directly part of the organization.

Usually, programs are part of a portfolio, which is used to directly achieve the organization's strategic business objectives. 

Programs can also be stand-alone, i.e., not part of any portfolio, but part of the organization. When a program is stand-alone, it may inherit some of the characteristics of a portfolio. In such a case, the role of a Program Manager has to be modified. 

6. Incremental or Collective Benefits, but not without any Benefits.

Programs are there fundamentally to deliver benefits and hence value to the organization.

Program benefits can be incremental in nature. Taking an example consider a community development program – parks, library, play area etc. The outcomes, coming from projects, start delivering benefits when they are finished. The benefits here are incremental. Is not it? 

Program can also deliver benefits all at once, i.e., as a unified whole. In this case the benefits of a program are not realized until the entire program is completed. 

7. Not Controlling Uncertainty, but Embracing Uncertainty.

Unlike projects where uncertainties are to be constrained and controlled, at program level, uncertainties are embraced. 

Projects try to control uncertainty and risks. The idea is to minimize threat and maximize opportunity. Programs, on the other hand, operate a higher organizational level. Hence, they have more authority and vision (visibility). Uncertainty is embraced and used as a tool to drive opportunities or find ways to reduce negative risks.

8. Not Reactive, but Proactive.

This is with respect to change management. In Programs, changes are managed in a proactive way, not in a reactive manner. 

For program components such as projects, program managers expect consistent level of performance - on time, within budget etc. In addition, program Managers can create new components or cancel existing components. This is to ensure benefits are in alignment with strategic objectives.

One can say that a program proactively uses change management to keep the program and its components aligned with the various aspects of the environment. 

9. Not Manage and Control, but Accept and Adapt.

This is with respect to change management. 

In a program, changes are accepted and adapted for optimization of benefits delivery. 

Projects focus on keeping change managed and controlled. The idea is to control with the project baseline. In portfolios, we continuously monitor change in the broader internal and external environments and consider strategic changes with an overall focus on value. Portfolios have organizational horizon for change management.

Programs, on the other hand, accept and adapt to changes. This is done to optimize benefits delivery. Benefits are realized as a program’s components deliver outcomes. 

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Summary Table: Program – What It’s and What It’s Not

Conclusion

I’ll elaborate a bit more on change. In fact, there is Change Principle (PR) for Program Management in the Standard for Program Management. The Change PR informs this: 

"Manage program change to improve effectiveness and efficiency of benefits realization, delivery, and sustainment during the program life cycle and after its transition to an organization’s operations."

Simply put, you embrace change with an overall focus on program benefits realization, transition, and sustainment.

To know more on change management flow in Program Management, you refer to this article: 

Program Change Request Management (PgMP) and Flow – The Standard for Program Management

You may also like:

[1] PfMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[2] PMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[3] RMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[4] ACP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

CIPSA Cross-Team Backlog Refinement – Turning Scaled Agile Theory into Practical Execution

According to the CIPSA Framework Guide, one of the meta-events is the Cross-Team Backlog Refinement. The other meta-events, as noted in this article, are CIPSA Planning, CIPSA Daily Stand-ups, CIPSA Review and CIPSA Retrospective. While the CIPSA Sprint is the container event, the latter four are contained events.

However, the CIPSA Cross-Team Backlog Refinement meta-event is neither a container nor a contained event. Even so, this meta-event is essential, as emphasized in the CIPSA Framework Guide.

The guide is free to read and download. The download link is below:

Download the CIPSA Framework Guide

In this post, we will use CIPSA Scrum@Scale to demonstrate how this can be implemented in a practical manner using the MS Project Agile software tool.

Please note that the CIPSA framework supports both Scrum and Kanban at the team level. However, the content below specifically focuses on team-level Scrum scaled to manage multiple Scrum teams.

Basics of Cross-Team Backlog Refinement

As the name tells, in this session the backlog is refined. The backlog presented should be organized and up to date. The Chief Product Owner (CPO) should inform the CIPSA team in advance about the items to be ordered. This can be done by publicly publishing the backlog items for the CIPSA team. 

In every Sprint, the CIPSA team should allocate a few hours for refinement. During this meeting, the CIPSA Scrum Team and the Chief Product Owner (CPO) work together to carry out the refinement activities. Note that the CPO is part of the CIPSA team. 

The purpose of this meeting is to prioritize and order backlog items that may be taken into upcoming Sprints. We usually look ahead by two to three Sprints. The CIPSA team must maintain the discipline of continuously refining backlog items. 

Practical Backlog Refinement

The CIPSA Certification, based on the CIPSA Framework, is practical and hands-on. Therefore, we will now explore how to apply it in a practical, hands-on manner, including Backlog Refinement in our plan.

To include these events in your plan, we will follow just three steps. Note that this is not the only way to incorporate this meta-event; other approaches are also possible.

The steps are not difficult if you've understand how scaling works while using Scrum at team-level and how to apply it with MS Project Agile. 

Step – 1: Build the Product Backlog

The Product Backlog, once prepared, will appear as shown below in MS Project Agile. At this stage, the items are not yet ordered.

As demonstrated above:

• There are several backlog items such as “Login to the trading system”, “Create a new user”, and “Buy a stock”, which are currently unrefined. 
• The Team custom field indicates that these backlog items are not yet associated with any specific Scrum Team. 
• The Sprint built-in field shows that none of the unrefined backlog items have been assigned to a Sprint. 

Step – 2: Add the Backlog Refinement Meta-Event

Next, as the CIPSA Sprint Backlog is prepared, we will include the Backlog Refinement event in our plan. This is shown below.

As shown above:

• We now have an initial cut of the CIPSA Sprint Backlog, along with “Cross-Team Backlog Refinement 1”. 
• The Sprints are associated with the work items, but not with the Cross-Team Backlog Refinement item, since this meta-event occurs outside of the Sprint. 
• Some resources are overallocated, which will be resolved using the resource leveling functionality available in MS Project Agile. 

Step – 3: Repeat Backlog Refinement Meta-Event

I've noted earlier that the Cross-Team Backlog Refinement session occurs periodically and therefore needs to be repeated. This is shown below. 

As demonstrated above, the next Cross-Team Backlog Refinement (number 2) is scheduled to take place before the start of Sprint 2.

Note: These backlog refinement sessions can also be added as recurring events in your plan by using the Recurring Task functionality in MS Project. 

Conclusion

I've repeatedly observed that two events get skipped from Scrum at Team level:

• Retrospectives, and
• Backlog refinements.

The same behavior is also seen in Agile at Scale or Scrum at Scale. 

A CIPSA team is highly likely to skip this meeting, assuming that refinement will take place during CIPSA Sprint Planning. However, the purpose of the CIPSA Sprint Planning meta-event is entirely different! 

Some CIPSA teams miss this event and instead handle refinement in an ad-hoc manner, which is not advisable. Skipping the Cross-Team Backlog Refinement session is a significant misstep.

In every Sprint, the CIPSA team should allocate a few hours for refinement. After all, the Product Backlog is a prioritized and ordered list of items, and only the highest-priority items are selected for upcoming CIPSA Sprints.

Finally:

As we just learned, you can have the Cross-Team Backlog Refinement incorporated into your plan with minimal effort, provided you understand how to apply the theory in practice.

It's only with practical application that the rubber meets the road. And as you proceed, you burn the rubber to learn along the way. CIPSA teaches it for Agile@Scale.

The below explains more on the utility of CIPSA certification and why it shines in your resume.

When going for learning, practical, hands-on applicability is indispensable. CIPSA is radically different when compared with theoretical or "branded" certifications.

CIPSA Certification:

[1] Scaled Agile Certification Course: Certified In Practical Scaled Agile (CIPSA)

[2] Frequently Asked Questions (FAQs) - CIPSA Certification  

[3] New Practical Scaled Agile Framework – The CIPSA Framework Guide

Practical Scaled Agile (CIPSA) Certification: The CIPSA Sprint – What It Is and What It is Not!

 

The CIPSA Sprint is the container meta-event in the CIPSA Scrum Framework. This meta-event will have multiple contained meta-events such as:

  - CIPSA Sprint Planning,

  - CIPSA Sprint Review,

  - CIPSA Sprint Retrospective, and

  - CIPSA Daily Scrum. 

In this article, we know more about a container meta-event, i.e., the CIPSA Sprint. There is another meta-event of CIPSA Cross-Team Backlog Refinement. However, it's not a contained meta-event. You learn more here. 

To reaffirm, CIPSA is world's only Practical Scaled-Agile certification. 

To read all articles of this series use the below link: 

What It's and What It's Not series for CIPSA

Here are seven differentiators in the same format (it’s vs it’s not) for CIPSA Sprint. Exhaustive explanation is part of the CIPSA Certification Course. See here. 

Now, let's dive into this container meta-event.

The CIPSA Sprint Meta-Event – What It’s and What It’s Not

1. Not Isolated Team Cycles, but Synchronized CIPSA Team Cadence.

A CIPSA Sprint is not a separate sprint for each individual Scrum teams. But all teams sprint together with the same start and finish dates in a synchronized way. The CIPSA Sprint meta-event is the encompassing event for all other meta-events and it's the synchronized with the individual Team-level Sprints. 

Read this detailed article on the synchronization part. 

2. Not Independent Goals, but a Unified CIPSA Sprint Goal.

The CIPSA Sprint is not driven by individual team Sprint Goals, which will be part of the individual Team Sprint Backlogs. Rather, it’s driven by a single shared CIPSA Sprint Goal.

The CIPSA Sprint Goal is aligned with the Product Goal, which is part of the Product Backlog. To learn more, you can read this in-depth article.

3. Not Random Durations, but Consistent Timeboxes.

The CIPSA Sprint is not ad‑hoc or is of uneven duration. It’s a fixed timebox and is usually consistent duration across all teams. There is a reason we have Sprints in Scrum. The same rule applies for the CIPSA Scrum at Scale. 

4. Not Merely Team Task Execution, but Cross‑Team Coordination.

In the IPSA Sprint, it's not merely about individual teams’ execution. It establishes coordination points across teams for planning, reviews, and retrospectives. As stated earlier, the CIPSA Sprint is the container meta-event for other meta-events.

5. Not Individual Increments, but CIPSA Integrated Increment.

The result of a CIPSA Sprint is not fragmented increments coming from individual Scrum team. At the end of the CIPSA Sprint, we get a CIPSA Integrated Increment that is tested, integrated, and valuable.

Learn more on it with this article: CIPSA Integrated Increment - What It's and What It's Not!

6. Not only Local Backlog Work, but Product‑Goal Alignment.

A CIPSA Sprint is not focused on completing only team backlog tasks. Rather, it keeps alignment with the long‑term Product Goal through the CIPSA Sprint Goal. In every Sprint, the CIPSA team inches closer to the Product Goal.  

7. Not Siloed Team Scrum Boards, but Integrated CIPSA Team Board.

A CIPSA Sprint is a coordinated effort across teams to deliver value together. It is not separate scrum boards where teams never touch or coordinate dependencies. 

As you proceed with the CIPSA course, you’ll quickly know the tracking at the CIPSA team level is done with the integrated CIPSA Scrum Team Board. This board provides the integrated view for all individual Scrum teams. 

To know on Kanban at Scale board management, you can read this article. It's hands-on and practical. It has both - individual Team Kanban Boards and CIPSA Team Board. 

Summary Table – The CIPSA Sprint 

I’ve provided this summary table in conclusion. This is for a quick recap and understanding. 

In Conclusion

Want to know how a CIPSA Sprint is created?

Want to know how multiple CIPSA Sprints can be managed at scale?

Want to know how CIPSA Sprints will be associated with the CIPSA Team?

Want to know how to have contained meta-events with CIPSA Sprint?

Want to know how to synchronize multiple Sprints for the CIPSA team?

Detailed, hands-on explanations is part of the CIPSA certification course. Become a CIPSA – it’s truly worth the investment, as affirmed by CIPSAs worldwide. 

CIPSA Success Stories and Reviews:

[1] From CHAMP to CIPSA – Taking Agile to the Next Level with Scaled Scrum and Scaled Kanban

[2] Scaling Agile: Key Insights from the CIPSA Framework Introduction

CIPSA Sample Videos and Questions:

[1] CIPSA Sample Video List (Choose a Video)

[2] CIPSA Video Playlist (Complete Playlist)

CIPSA Certification:

[1] Scaled Agile Certification Course: Certified In Practical Scaled Agile (CIPSA)

[2] Frequently Asked Questions (FAQs) - CIPSA Certification

Portfolios, Programs and Projects – The NEW Definitions in PMBOK 8th Edition

In the value-delivery system of an organization, all 3 Ps – Portfolios, Programs, and Projects – are integral parts. Interestingly, the definitions of all three have changed in the latest PMI-PMBOK Guide, 8th edition. 

Put differently, in the future it will impact all – aspiring Portfolio Management Professionals (PfMP), Program Management Professionals (PgMP), Project Management Professionals (PMP), and Risk Management Professionals (RMP). Do note that the impact is not immediate, but in the future. 

Definitions are important because they create a clear and shared understanding. Without precise definitions, communication can become confusing or misleading, as people may interpret the same word in different ways. 

In management as in everyday contexts, definitions act as a foundation for learning, discussion, and critical thinking. They help us to organize knowledge, set boundaries for meaning, and ensure that our arguments or explanations are consistent, coherent, clear, and logical. 

In this article, we will explore these concepts in more detail. In organizations, initiatives typically begin at the portfolio level, so we will first examine the definition of a portfolio, followed by those of a program and a project.

Portfolio Definition

Earlier, we had the following definition:

A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

Now, the definition is significantly changed: 

A collection of programs, projects, and operations managed as a group to maximize overall value delivery and achieve strategic objectives, meet mandatory obligations, or generate income streams.

There are a few noticeable differences here:

1. Subsidiary portfolios are no longer mentioned, but in reality, it’ll be there!
2. Overall value maximization is emphasized explicitly.
3. Generation of income streams are introduced for the first time. 
4. In addition, it can be also about meeting mandatory obligations, e.g., legal, regulatory or others.

Above all, the continued focus on achieving strategic business objectives is there.  

The "generation of income streams" part is completely new. In fact, it has been added for the first time. In a portfolio context, an organization might run multiple initiatives that each create different income streams, so they’re not dependent on just one source of revenue.

Let’s take an example. You’re running a set of initiatives in a SaaS (software-as-a-service) start-up to get recurring revenue from software tools. These projects, within a portfolio, are not related, but can have some commonalities such as technology being used and hence, part of a portfolio. 

Program Definition

Earlier, we had the following definition:

A group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.

Now the definition is changed to: 

A group of related projects and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. 

Here we have one difference:

1. Subsidiary programs are no longer mentioned, but in reality, it’ll be there!

Programs are always about benefits and hence value. In addition, it's coordinated management of program components to deliver benefits. 

Program has a dedicated domain called Benefits Management, where we do benefits analysis, planning, delivery, transition, and finally, sustainment of benefits. The whole idea of having a program is to have coordinated work in order to deliver benefits/value to organization. 

Project Definition

Earlier the definition of the project was:

A temporary endeavor undertaken to create a unique product, service, or result.

Now the definition has changed and it is: 

A temporary initiative in a unique context undertaken to create value.

This is a real change of words here. The differences are:

1. No longer an endeavor, but an initiative.
2. Context has to be unique.

The initiative word confuses many. It need not be the case. 

As I've written here many times at ManagementYogi, an organization's strategic plan is subdivided into a set of organizational initiatives influenced by the market conditions, customer requests, or obligations etc. to be met. 

Next, a number of initiatives are grouped into a portfolio. In other words, a portfolio can contain proposals for various initiatives such as projects, programs, subportfolios, operations etc. It can also encompass already existing projects or programs within an organization. 

In that sense, the definition of a project is perfectly aligned with portfolio and its management. Because a project is indeed is an initiative within a portfolio. 

The other aspect is the uniqueness of context. It’s possible for two projects to involve constructing two identical buildings, but the context can still differ. For example, the location, technology, and resources may vary between these projects. Isn’t that right? 

The most important one is the final aspect of the definition – creation of value. Project is now about creating value by producing tangible and/or intangible deliverables. 

Figurative Representation 

The following figure outlines portfolios, programs, and projects in an organization.

                                 

As shown above, an organization’s vision, mission and strategic objectives are documented in the strategic plan. This plan is subdivided into a set of initiatives. Initiatives are then grouped into portfolios. 

Portfolios of programs and projects in an organization provide the value delivery system. And, as we just learned, all 3 Ps – Portfolios, Programs and Projects – are about creation, enablement and/or maximization of value delivery.

Conclusion

If you've followed my books and/or used my courses, you'll know that I say the following:

Project creates and delivers. Programs coordinates and guides. Portfolio decides and drives.

For more details, check out this article and also Part 2.

By now, you would have noticed that a shift has occurred across all three Ps toward value delivery. I'll change it from the value delivery perspective. 

Project creates and delivers value. Program coordinates to obtain benefits and value. Portfolio maximizes overall value. 

I can also shorten it further and say:

👉 Project creates value. 

👉 Program coordinates benefits/value. 

👉 Portfolio maximizes overall value.

References:

[1] PfMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[2] PMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[3] RMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

What Does it Take to Be a PfMP? If it Were Easy, Everyone Would Do it!

Becoming a Portfolio Management Professional (PfMP) from the Project Management Institute (PMI) requires more than just passing an exam. It demands a strong understanding of portfolio management concepts, the right mindset, and consistent preparation. 

PfMP is PMI's highest-level certification. 

Unlike project or program management, portfolio management is strategic in nature and focuses on selecting and governing the right investments for an organization by choosing the right components in a timely manner. 

As I keep saying:

Projects create. Programs guide. Portfolios decide.

At the portfolio-level, you decide the components to take or drop, the investment to make or cancel, and of course, the strategic business objectives to be met.

Your success in the PfMP journey depends on how well you understand the underlying processes, apply concepts in real-world contexts, and prepare with disciplined practice. 

The following key points provides practical guidance to help you approach your PfMP preparation in a structured and effective way.

There are two assumptions: a) Your application has been approved following PMI's panel review. Management Yogi provides support for it. b) You've decided to prepare for and proceed with the PfMP exam.

The following ones are based on my interactions and experiences with certified PfMPs as well as enabling many professionals to become certified PfMPs over the years. 

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1. Understand the flow of Portfolio Management processes.

In portfolio management, there are multiple process groups, processes as well as knowledge areas. It's easy to get lost with such vast content. 

This is where understanding the flow of processes becomes important. The flow helps you build a mind map and clearly presents the big picture in a narrative way. When you prepare in this manner, you gain a clear understanding of what portfolio management, as illustrated by PMI, is all about.

Most providers of PfMP courses don’t understand this flow, but it is very important. 

2. Learn with hands-on tools whenever you can.

Portfolio management is fundamentally different from program or project management. You need to learn it with a different mindset. 

Using software tools such as Primavera or MS Project adds clarity. With just theory, achieving that clarity is difficult.

In addition, there will be plethora of tools and techniques (T&Ts). Software tools will help you tackle these T&Ts.

3. Use high-quality questions.

In your PfMP exam, questions will be of a high standard. They are situational in nature and will ask what to do next, what you should do, or even, what you should not do! Rote learning will not help. You must understand the concepts.

You can expect confusing, puzzle-like questions. Sometimes they can be frustrating – for example, all choices may seem valid, or the question itself may not be very clear. 

Don’t expect the questions to be grammatically perfect or linearly structured. They are designed to challenge you. They are not testing your grammar or linear thinking, but these:

• Are you truly suitable to be a portfolio manager?
• Can you apply portfolio management concepts in the real-world?
• Are you psychologically prepared to grasp and apply these concepts?
• Can you apply various portfolio management tools and techniques?

These insights come from high-quality questions. If you want low-quality ones, the internet is full of them. Everyone claims to be an expert on the web, but reality is different.

4. Always remind yourself: "There is no shortcut. I've to work for it."

You must truly work hard to become a PfMP. As the saying goes: 

On the highway to success, there are no shortcuts. 

You not only need the required portfolio management and business experience, but also sincere preparation. 

If you expect a magic wand or quick tricks to succeed in days or weeks, you will be disappointed. Again remember, there are no shortcuts. 

5. Choose a truly good and simplified course.

Your chosen course must be good, understandable, and digestible. Because portfolio management is vast, it’ll take time to digest. With the right course, your learning will be effective. Of course, real-world portfolio management experience is also important. 

Online learning is preferred because:

• You can access it anytime, from anywhere in the world.
• You can revise as many times as you want. You can also focus on areas where you are weak or not scoring well.
• You can learn at your own pace without feeling rushed or held back.
• It is usually more cost-effective, saving on travel, food, and accommodation.
• The duration is longer compared to classrooms. You can balance learning with your professional and personal commitments.

With a good mentor, you can ask questions and get them clarified.

The course creator or your PfMP coach plays a significant role in your journey. 

6. Practice, practice and practice.

The old saying “practice makes perfect” is true. The more you practice, the better and more confident you become. This complements the previous one, i.e., a good course.

The tools, techniques, content, explanations should be top-notch and high-quality. Practicing with high-quality material gives you the best value. You’ll also remember more when you practice more. 

7. Have a different mindset – the strategic mindset.

Portfolio management is strategic in nature, whereas program and project management are usually tactical. Portfolios focus on choosing the right work, while projects and programs focus on doing the work right. 

Selecting the right work for an organization is inherently strategic.

Projects and programs deal with execution, whereas portfolio management is more business-oriented. This is where key investment decisions are made. Hence, while going for the PfMP, you need to have a strategic mindset. 

8. All domains are important: Strategic, Governance, Performance, Communication, and Risk.

Your PfMP exam is based on the Examination Content Outline (ECO), not strictly on PMI books, references, or standards. 

The ECO provides the blueprint for the exam.

Unfortunately, many courses follow their own templates without mapping to the ECO domains or tasks. If you prepare this way, you risk failing the exam. 

9. Stay in touch with your coach. 

Throughout your preparation, your coach – most likely the course creator – will be extremely important. He or she will motivate, inspire, and guide you. 

In addition, as I've seen, when you stay in touch, you are more likely to prepare consistently with patience and in the end, it works out better for you.

Some may charge high fees but won’t provide proper support or guidance. In such cases, success becomes difficult. Many also don’t know the exact content needed to be a PfMP!

Your determination matters greatly and there is no substitute for it. Consistent support is also important. 

10. Never give-up.

Success is not final and failure is not permanent. Life itself is a continuous learning process. We learn every day until the end. 

When you understand this, giving up is not an option.

Becoming a PfMP is not easy, and as the tile of this article goes – if it were easy, everyone would do it.

You've a dream to be a PfMP. Pursue that dream. Dreams do come true and many have become PfMP with my PfMP courses and/or PfMP book. Check out few of the PfMP SUCCESS STORIES.

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There are very few PfMPs in the world, unlike PMPs, which have around 1.5 million certified professionals. In comparison, the number of PfMPs is significantly lower. In fact, it’s not even 1% of the number of PMPs! Yes, not even 1%!

You can now understand the significance of the PfMP certification. There are tens of millions of project professionals worldwide. Only a small fraction pursue the PMP certification. 

Hence, achieving the PfMP places you among the top 1% of the top 1% within PMI’s PPP certifications and gives a boost to your career. It also serves as a strong differentiator in your profile and resume.

ManagementYogi’s PfMP courses have a proven track record, with many candidates successfully becoming PfMP certified. Some even achieve this without holding a single PMI certification beforehand!

These courses and books will help you understand, learn, and apply the required concepts and ultimately become a certified PfMP.

PfMP Exam Courses and Book:

[1] PfMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[2] PfMP Exam Prep Online Course with Money-Back Guarantee, by ManagementYogi.com

[3] PfMP Exam Prep Book – I Want To Be A PfMP, First Edition, by Satya Narayan Dash, CIPSA, CHAMP