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.
Cover Title Page Copyright Contents Preface Acknowledgments 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? Endnotes Chapter 2 Realizing Business Benefits Realizing Business Value Delivering Business Results Endnotes 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 Endnotes Part II Delivering the Whole Solution Chapter 4 The Whole Solution Complexity Rising Systems Thinking The Whole Solution Concept The Program Architecture Endnotes 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 Endnotes 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 Endnotes 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 Endnotes Chapter 8 Program Metrics Making Sense of Metrics A Systems Approach to Metrics Measuring Business Benefit. Choosing Metrics that Matter Endnotes 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 Endnotes Part IV The Program Manager Chapter 10 Program Manager Roles and Responsibilities The Business Manager The Master Integrator Leading the Program team Endnotes 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 Endnotes 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 Endnotes 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 Endnotes 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 Index More from Wiley EULA.
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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.