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Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy

Book Description

Learn powerful techniques for successfully managing modern projects, programs, and portfolios in any environment, no matter how complex. Mastering Project, Program, and Portfolio Management addresses several make-or-break issues associated with successful project management: organizational structure, linkages between project management and operations, and definitions and interrelationships amongst projects, programs and portfolios. Unlike other books, which address these issues only in passing, this book drills down to offer practical, real-world concepts, in-the-trenches insights, and proven applications. You'll learn how to:

  • Plan projects and strategies to reflect your organization's needs and structures

  • Develop and implement a successful Project Management Office (PMO)

  • Organize projects, programs, and portfolios

  • Systematically maximize the business value of project management

  • This book is part of a new series of six cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome. Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, as well as indispensable knowledge for anyone pursuing PMI/PMBOK certification or other accreditation in the field.

    Table of Contents

    1. About This eBook
    2. Title Page
    3. Copyright Page
    4. Books in the FT Press Project Management Series
    5. Dedication Page
    6. Contents
    7. Acknowledgments
    8. About the Author
    9. Preface
    10. 1. Project Management Roots and Understanding the PMBOK Guide
      1. Introduction
      2. Learning Objectives
      3. Why Are Projects Important?
        1. Common Causes of Project Failure
      4. Who Are Project Managers?
      5. Project Management Roots
      6. Key Concepts of Project Management
      7. The PMBOK Guide—the Standard
        1. The PMBOK Guide’s 5 Project Management Process Groups
        2. The PMBOK Guide’s 10 Knowledge Areas
        3. The PMBOK Guide’s 47 Project Management Processes (in Process Group then Knowledge Area Order)
      8. How to Use the PMBOK Guide
      9. Where the Activity Occurs
      10. Project Management Issues Not Addressed by the PMBOK Guide
      11. Emerging Issues Likely to Be Addressed in Future Editions
      12. Common Project Management Methodologies
      13. Summary
      14. Key Terms You Should Know
      15. Discussion Questions
      16. Exercises
      17. Final Points
    11. 2. What Is a Project?
      1. Introduction
      2. Learning Objectives
      3. PMBOK Guide Concepts Covered in this Chapter
      4. What Projects Are Not
      5. What Are Projects?
      6. The Project Triangle
      7. Projects Often Present Special Challenges and Opportunities
      8. What Are Ongoing Operations?
      9. Where Do Projects Come From?
      10. There Are Valuable Lessons in Project Management History
      11. How Projects Differ from Programs and Portfolios
      12. The Manager
      13. PMI Certifications
      14. Summary
      15. Processes and Procedures
      16. Key Terms You Should Know
      17. Discussion Questions
      18. Exercises
      19. Final Points
    12. 3. Operations Management and Project Management
      1. Introduction
      2. Learning Objectives
      3. What Is Operations Management
      4. What Are Goods and Services?
      5. Where Operations Management and Project Management Differ
      6. What the PMBOK Guide Says About Operations Management
      7. The History of Operations Management
      8. The Industrial Revolution
      9. The Scientific Management Era
      10. Summary
      11. Key Terms You Should Know
      12. Discussion Questions
      13. Exercise
      14. Final Points
    13. 4. Organizational Influences
      1. Introduction
      2. Learning Objectives
      3. Charting the Organizational Influences and Culture
      4. Where Projects Fit in the Organization
      5. Organizations Shape the Projects—and Vice Versa
      6. Culture and Style also Shape Projects
      7. Organizations
      8. Organizational Communications
      9. Organizational Structure Also Has an Impact
      10. Summary
      11. Key Terms / Review
      12. Discussion Questions
      13. Exercise
    14. 5. Project Management
      1. Introduction
      2. Learning Objectives
      3. Start Simply
      4. Add as Required
      5. Larger Projects
        1. I Was There
        2. Chaos Reigns
      6. My Projects and Project Management Office
      7. Choosing Wisely
      8. The Differences
      9. The Need
      10. The Commonalities
      11. Change
      12. The Environment
      13. The Challenges of Project Management
      14. Project Management Skills
      15. Project Success
      16. Project Management Functions
      17. Initiate, Define, Start
      18. Summary
      19. Key Terms / Review
      20. Discussion Questions
      21. Exercises
    15. 6. Program Management
      1. Introduction
      2. Learning Objectives
      3. A Program
      4. Everyone Has...
      5. My Programs
      6. Not Just Bigger and More
      7. Programs Are Large
      8. Key Differences in Job Focus
      9. Summary
      10. Discussion Questions
      11. Final Points
      12. Key Terms You Should Know
      13. Exercise
    16. 7. Portfolio Management
      1. Introduction
      2. Learning Objectives
      3. If It Works...
      4. Portfolios Consist of Projects
      5. Project Portfolio Flow
      6. Visual Portfolio
      7. Start Simply—But Start
      8. Summary
      9. Discussion Questions
      10. Exercise
    17. 8. The Project Management Office
      1. Introduction
      2. Learning Objectives
      3. Tipping Point
      4. What Is a PMO?
      5. What’s Changing with PMOs?
      6. Accidents
      7. ARMIS
      8. Structure? Or No Structure?
      9. What a PMO Might Look Like
      10. A Portfolio of Projects
      11. Dance with the One Who Brought You
      12. The PMBOK Guide on PMOs
      13. Summary
      14. Key Terms You Should Know
      15. Discussion Questions
      16. Exercises
      17. Final Points
    18. A. Knowledge Area from the PMBOK Guide
      1. Chapter 4—Project Integration Management
      2. Chapter 5—Project Scope Management
      3. Chapter 6—Project Time Management
      4. Chapter 7—Project Cost Management
      5. Chapter 8—Project Quality Management
      6. Chapter 9—Project Human Resource Management
      7. Chapter 10—Project Communications Management
      8. Chapter 11—Project Risk Management
      9. Chapter 12—Project Procurement Management
      10. Chapter 13—Project Stakeholder Management
    19. B. Project Management Institute: Code of Ethics and Professional Conduct
      1. Chapter 1. Vision and Applicability
        1. 1.1 Vision and Purpose
        2. 1.2 Persons to Whom the Code Applies
        3. 1.3 Structure of the Code
        4. 1.4 Values that Support this Code
        5. 1.5 Aspirational and Mandatory Conduct
      2. Chapter 2. Responsibility
        1. 2.1 Description of Responsibility
        2. 2.2 Responsibility: Aspirational Standards
        3. 2.3 Responsibility: Mandatory Standards
      3. Chapter 3. Respect
        1. 3.1 Description of Respect
        2. 3.2 Respect: Aspirational Standards
        3. 3.3 Respect: Mandatory Standards
      4. Chapter 4. Fairness
        1. 4.1 Description of Fairness
        2. 4.2 Fairness: Aspirational Standards
        3. 4.3 Fairness: Mandatory Standards
      5. Chapter 5. Honesty
        1. 5.1 Description of Honesty
        2. 5.2 Honesty: Aspirational Standards
        3. 5.3 Honesty: Mandatory Standards
    20. Index