Program Management for Improved Business Results.

Martinelli, Russ J.
Somerset : John Wiley & Sons, Incorporated, 2014.
1 online resource (411 pages)
2nd ed.

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Project management.
Project management -- Case studies.
Electronic books.
Superior program management begins with superior information and strategy Program Management for Improved Business Results, Second Edition is a practical guide to real-world program management, written to align with the rigorous PMI PgMP certification standards. The book explains the benchmarks and best practices that help shape a superior program manager, and provides case studies that illustrate the real-world application of management concepts. Written by a team composed of both industry professionals and academics, the book strikes a balance between theory and practice that facilitates understanding and better prepares candidates for the PgMP. Managers at all levels will learn the insights and techniques that are shaping modern management expectations. The Project Management Institute and the Product Development and Management Association both agree that program management is a critical element in the successful integration of business strategy and project management. The certification process is difficult, and few complete it - but demand for competent professionals is high. Program Management for Improved Business Results addresses this disconnect, preparing readers to fill the gaps and help businesses achieve the level of program management integration required by professional organizations. Topics include: Aligning programs with business strategy Program planning, execution, and processes Management metrics and strategic and operational tools Roles, responsibilities, and core competencies The book focuses on both the macro and the micro levels, explaining the successful integration of business strategy with project portfolios as well as the managing of a single program. Case studies present both issue-oriented and comprehensive perspectives, and guidance includes real, actionable steps. For professionals seeking improved program
outcomes, Program Management for Improved Business Results is a roadmap to exceptional management skills.
Title Page
Part I It's About the Business
Chapter 1 Program Management
Definitions and Context
Program Management Characteristics
The Program Management Continuum
The Relationship Among Portfolio, Program, and Project Management
Differentiating Program and Portfolio Management
Is Program Management a new Concept?
Chapter 2 Realizing Business Benefits
Realizing Business Value
Delivering Business Results
Chapter 3 Aligning Programs with Business Strategy
The Integrated Management System
The Business Engine
Program Management as Part of the Business Engine
The Execution Engine
Program Management as Part of the Execution Engine
Aligning Execution with Strategy
Part II Delivering the Whole Solution
Chapter 4 The Whole Solution
Complexity Rising
Systems Thinking
The Whole Solution Concept
The Program Architecture
Chapter 5 The Integrated Program Team
Structuring an Integrated Program team
Staffing the Integrated Program team
Critical Factors for IPT Success
Impacts of Geographical Distribution
Chapter 6 Managing the Program
A Business Decision Framework
Decision Checkpoint: Program Strategy
Decision Checkpoint: Program Investment
Decision Checkpoint: Execution Readiness
Decision Checkpoint: Capability Release
Decision Checkpoint: Program Closure
Part III Program Practices, Metrics, and Tools
Chapter 7 Program Management Practices
Benefits Management
Stakeholder Management
Risk Management
Financial Management
Change Management
Program-Level Governance
Chapter 8 Program Metrics
Making Sense of Metrics
A Systems Approach to Metrics
Measuring Business Benefit.
Choosing Metrics that Matter
Chapter 9 Program Management Tools
The Benefits map
Program-Level work Breakdown Structure
The Program map
Program Complexity Assessment
The P-I Matrix
The Program Strike Zone
Indicators and Dashboards
Using the Right tool for the Job
Part IV The Program Manager
Chapter 10 Program Manager Roles and Responsibilities
The Business Manager
The Master Integrator
Leading the Program team
Chapter 11 Program Manager Competencies
The Program Management Competency Model
Customer and Market Competencies
Business and Financial Competencies
Process and Project Management Competencies
Leadership Competencies
Aligning Skills to Organizational Need
Professional Development
Organizational Enablers
Part V Organizational Considerations
Chapter 12 Transitioning to Program Management
Understanding Change
Executing the Program Management Transition
Overcoming Challenges
Transitioning to a Program Management Office (PMO)
The Continuous Improvement Journey
Chapter 13 The Program Management Office
Characterizing and Defining the PMO
PMO Options
Adding Value to the Enterprise
Key Responsibilities of the PMO
The PMO Leader
Measuring PMO Effectiveness
The Future of the PMO
Appendices: Case Studies in Program Management
Appendix A "I AM the PMO!''
A Competency Lost
Welcome to the Company
Understanding the Landscape
Establishing "Street Cred
Creating a Transformation Plan
Generating Results
Keys to Success
Appendix B LorryMer Information Technology
Overcoming Strategic Obstacles
Aligning it Programs to Business Strategy
Alignment Begins at the Top
Learning Through Practice
Appendix C Bitten by a Rattlesnake.
Defining Program Success
Hearing the Rattler's Warning
The Rattler Strikes
Applying Triage
There is Always a Lesson
Final Thoughts on Program Management
More from Wiley
Description based on publisher supplied metadata and other sources.
Local notes:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Waddell, James M.
Rahschulte, Tim J.
Other format:
Print version: Martinelli, Russ J. Program Management for Improved Business Results