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Program Management – BAI01 (COBIT2019)

Parent Framework: COBIT 2019

Domain: Build, Acquire and Implement

Managed Program

Manage all programs from the investment portfolio in alignment with enterprise strategy and in a coordinated way, based on a standard program management approach. Initiate, plan, control, and execute programs, and monitor expected value from the program.


Realize desired business value and reduce the risk of unexpected delays, costs and value erosion. To do so, improve communications to and involvement of business and end users, ensure the value and quality of program deliverables and follow up of projects within the programs, and maximize program contribution to the investment portfolio.

Management practices

BAI01.01 Maintain a standard approach for program management.

Maintain a standard approach for program management that enables governance and management review, decision-making and delivery management activities. These activities should focus consistently on business value and goals (i.e., requirements, risk, costs, schedule and quality targets).

BAI01.02 Initiate a program.

Initiate a program to confirm expected benefits and obtain authorization to proceed. This includes agreeing on program sponsorship, confirming the program mandate through approval of the conceptual business case, appointing program board or committee members, producing the program brief, reviewing and updating the business case, developing a benefits realization plan, and obtaining approval from sponsors to proceed.

BAI01.03 Manage stakeholder engagement.

Manage stakeholder engagement to ensure an active exchange of accurate, consistent and timely information for all relevant stakeholders. This includes planning, identifying and engaging stakeholders and managing their expectations.

BAI01.04 Develop and maintain the program plan.

Formulate a program to lay the initial groundwork. Position it for successful execution by formalizing the scope of the work and identifying deliverables that will satisfy goals and deliver value. Maintain and update the program plan and business case throughout the full economic life cycle of the program, ensuring alignment with strategic objectives and reflecting the current status and insights gained to date.

BAI01.05 Launch and execute the program.

Launch and execute the program to acquire and direct the resources needed to accomplish the goals and benefits of the program as defined in the program plan. In accordance with stage-gate or release review

criteria, prepare for stage-gate, iteration or release reviews to report progress and make the case for funding up to the following stage-gate or release review.

BAI01.06 Monitor, control and report on the program outcomes.

Monitor and control performance against plan throughout the full economic life cycle of the investment, covering solution delivery at the program level and value/outcome at the enterprise level. Report performance to the program steering committee and the sponsors.

BAI01.07 Manage program quality.

Prepare and execute a quality management plan, processes and practices that align with quality management standards (QMS). Describe the approach to program quality and implementation. The plan should be formally reviewed and agreed on by all parties concerned and incorporated into the integrated program plan.

BAI01.08 Manage program risk.

Eliminate or minimize specific risk associated with programs through a systematic process of planning, identifying, analyzing, responding to, monitoring and controlling the areas or events with the potential to cause unwanted change. Define and record any risk faced by program management.

BAI01.09 Close a program.

Remove the program from the active investment portfolio when there is agreement that the desired value has been achieved or when it is clear it will not be achieved within the value criteria set for the program.


Programme management PGMG

The identification, planning and coordination of a set of related projects within a programme of business change, to manage their interdependencies in support of specific business strategies and objectives. The maintenance of a strategic view over the set of projects, providing the framework for implementing business initiatives, or large-scale change, by conceiving, maintaining and communicating a vision of the outcome of the programme and associated benefits. (The vision, and the means of achieving it, may change as the programme progresses). Agreement of business requirements, and translation of requirements into operational plans. Determination, monitoring, and review of programme scope, costs, and schedule, programme resources, inter-dependencies and programme risk.


Benefits management BENM

Establishing an approach for forecasting, planning and monitoring the emergence and effective realisation of anticipated benefits. Identifying and implementing the actions needed to optimise the business impact of individual and combined benefits. The confirmation of the achievement of expected benefits.


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