Time to learn, time to read, now working on a deal where the customer is implementing their own version of SAFe.
There are a lot of documentation and intelligence on all of this, very interesting time learning about it.
Something I do not like is that is a closed community, I understand that organizations need ways to finance themselves, but to impose a training payment is a stopper for the expansion of these practices.
Leyendo documentación sobre seguridad y tratando de entender como se ponen en práctica los conceptos de OSINT, encontré un vídeo sencillo de como usar EO-Ripper.py para rastrear correos electrónicos y sus contraseñas:
Me pareció curioso probarlo, de manera que encontré un hueco días más tarde.
Reading the Standard for Program Management book and other sources of data for program management I found something interesting about the skills that a program manager has to have.
You will find in the main lists of skills things like:
stakeholders engagement skills,
change management skills,
Leading with ambiguity,
To me the last one “integration skills” is the more important one in the initiation phase of a program. The ability to abstract at program level, having the program picture, its dependencies, project initiatives involved in the process, project components and how to integrate them is one of the most important skills to be able to manage a program.
Without this, the other things are useless.
How do you eat an elephant? cutting in pieces and then in slices.
Program activities are tasks and work conducted to support a program and which contribute throughout the program life cycle.
The program activities that support program management and governance include:
Program Change Management,
Program Communications Management,
Program Financial Management,
Program Information Management,
Program Procurement Management,
Program Quality Management,
Program Resource Management,
Program Risk Management,
Program Schedule Management, and
Program Scope Management.
The program activities enable a strategic approach to planning, monitoring and controlling, and delivering program outputs and benefits. Program management supporting activities require coordination with functional groups in the organization— but in a broader context than similar activities supporting a single project.
The program governance is explained briefly in the chapter 8 of Strategic Program Management fourth edition. I have created this diagram as summary of the different isolated diagrams published in the book.
I have created a map very similar to the one that is shown in the chapter 7 that summarizes the core and supporting activities.
Interestingly, there is not any section that talks about program integration (the only core activity).