TIM-8640 V3

Project Management Institute. (2017). The standard for portfolio management. Newtown Square, PA: Project Management Institute.
Read this standard to review performance domains also apply to programs and strategy alignment. This relevance may be shared should there be both product and portfolio management in the organization. Read Chapters 2 and 3, paragraphs 2.1 to 3.5.4.

Project Management Institute. (2019). The standard for risk management in portfolios, programs, and projects. Newtown Square, PA: Project Management Institute.
Read the standard regarding risk management within a program management domain. Read Chapter 6, paragraphs 6.1 to 6.2.6.

Aubry, M., & Lavoie-Tremblay, M. (2018). Rethinking organizational design for managing multiple projects. International Journal of Project Management, 36(1), 12-26. doi:10.1016/j.ijproman.2017.05.012
Read this journal article, focusing on multiple project management and organizational design.

Project Management Institute. (2014). Navigating complexity: A practice guide. Newtown Square, PA: Project Management Institute.
Read Chapter 7 of this practice guide to consider action plans for complexity.

Bierwolf, R. E., Frijns, P., & Van Leeuwen, F. (2018). Relationship management - the heart of project-and program management [Paper presentation]. Paper presented at the IEEE International Conference on Engineering, Technology and Innovation, Stuttgart, Germany. doi:10.1109/ice.2018.8436274
Read this conference paper because it provides practical information about program management.

Sales, L. D. S. B., & Barbalho, S. (2020). Identifying system archetypes in order to comprehend and improve the program management practices in organizations. Transactions on Engineering Management, Engineering Management, 67(1), 163-173. doi:10.1109/tem.2018.2874770
Read this article because of its focus on the efficiency of service delivery within programs, including decision-making.

Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for managing value-oriented, integrated multi-project change in its context. International Journal of Project Management, 36(1), 134-146. https://doi.org/10.1016/j.ijproman.2017.04.018
This article is optional reading.