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Program Management for Improved Business Results

Book Description

The need for information on program management is more critical now than ever before. PMIs development of a new standard on program management is driving even greater interest. At the same time, there are few books covering the subject, which provide practical answers, benchmarks, and case studies, however, this book fills the gap. The authors focus on both the macro level of integrating projects and portfolios into the business strategy and the micro level of managing a single program. It contains 6 issue-oriented cases weaved throughout the text, and an additional 5 comprehensive cases in the appendix. The result is a blueprint for the successful implementation of program management.

Table of Contents

  1. Copyright
  2. Preface
    1. BOOK PHILOSOPHY AND STRUCTURE
    2. CONTENT OVERVIEW
    3. CHAPTER STRUCTURE
    4. INDUSTRY EXAMPLES IN APPENDICES
    5. HOW TO READ AND USE THIS BOOK
    6. REFERENCES
  3. Acknowledgements
  4. Advanced Praise for Program Management for Improved Business Results
  5. I. It's About the Business
    1. 1. Demystifying Program Management
      1. 1.1. THE "MYSTERY" OF PROGRAM MANAGEMENT
      2. 1.2. PROGRAM MANAGEMENT DEFINED
      3. 1.3. PROGRAM MANAGEMENT CHARACTERISTICS
        1. 1.3.1. Program Management Is Strategic in Nature
        2. 1.3.2. Program Management Provides a Focal Point for Ownership and Accountability for Business Results
        3. 1.3.3. Program Management Aligns Functional Objectives to Business Objectives
        4. 1.3.4. Program Management is Cross-project and Multi-disciplined
        5. 1.3.5. Program Management Enables Horizontal Collaboration
        6. 1.3.6. Program Management Requires a Capable Business Leader—The Program Manager
      4. 1.4. DIFFERENTIATING BETWEEN PROGRAM AND PROJECT MANAGEMENT
        1. 1.4.1. Summary of Program and Project Management Differentiation
        2. 1.4.2. Alignment of Objectives—Strategic Versus Tactical
        3. 1.4.3. Scope of Responsibility
        4. 1.4.4. Vertical Versus Horizontal Responsibility
        5. 1.4.5. Work Effort
        6. 1.4.6. Risk Management
        7. 1.4.7. Life Cycle Involvement
        8. 1.4.8. Process Orientation
        9. 1.4.9. Skills and Capabilities
      5. 1.5. DIFFERENTIATION BETWEEN PROGRAM AND PORTFOLIO MANAGEMENT
        1. 1.5.1. Characterizing Portfolio Management
        2. 1.5.2. Summary of Program and Portfolio Management Differentiation
        3. 1.5.3. Process Versus Function
        4. 1.5.4. Determining and Attaining Value
        5. 1.5.5. Managing Risk
        6. 1.5.6. Resource Management
      6. 1.6. DIFFERENTIATING BETWEEN PROGRAM MANAGEMENT AND PRODUCT MANAGEMENT
        1. 1.6.1. Summary of Program and Product Management Differentiation
        2. 1.6.2. Organizational Affiliation
        3. 1.6.3. Primary Areas of Focus
        4. 1.6.4. Specialist Versus Generalist
      7. 1.7. DIFFERENTIATING BETWEEN PROGRAM MANAGEMENT AND MANAGEMENT OF MULTIPLE PROJECTS
      8. 1.8. THE "MYSTERY" OF PROGRAM MANAGEMENT REVISITED
        1. 1.8.1. What exactly Is Program Management?
        2. 1.8.2. Is Program Management Just Another Name for Project Management?
        3. 1.8.3. Are Program Management and Portfolio Management The Same Thing because Both Involve Managing Multiple Projects?
        4. 1.8.4. Isn't a Program Manager a "Super-Project Manager"?
        5. 1.8.5. Do We Need Program Management If We Excel in Project Management?
      9. 1.9. SUMMARY
      10. 1.10. REFERENCES
    2. 2. The Business Case for Program Management
      1. 2.1. NEW DAY, NEW PROBLEMS
      2. 2.2. BUILDING THE CASE FOR PROGRAM MANAGEMENT
        1. 2.2.1. Integrating the Business Model Elements
        2. 2.2.2. Aligning Business Strategy and Execution
        3. 2.2.3. Taming the Fuzzy Front End
        4. 2.2.4. Managing the ROI
        5. 2.2.5. Managing Complexity
        6. 2.2.6. Accelerating Time to Money
        7. 2.2.7. Mitigating Business Risk
        8. 2.2.8. Navigating the Flat World
      3. 2.3. PROGRAM MANAGEMENT AS A COMPETITIVE ADVANTAGE
      4. 2.4. SUMMARY
      5. 2.5. REFERENCES
    3. 3. Aligning Programs with Business Strategy
      1. 3.1. THE SYSTEMS PERSPECTIVE
      2. 3.2. THE INTEGRATED MANAGEMENT SYSTEM
      3. 3.3. THE STRATEGIC SUBSYSTEM
        1. 3.3.1. Strategic Management
          1. 3.3.1.1. Environmental Analysis
          2. 3.3.1.2. Company Mission
          3. 3.3.1.3. Strategic Objectives
          4. 3.3.1.4. Strategies
        2. 3.3.2. Portfolio Management
          1. 3.3.2.1. Maximizing the Value of the Portfolio
          2. 3.3.2.2. Achieving a Balanced Portfolio
          3. 3.3.2.3. Establishing a Strong Link to Strategy
      4. 3.4. THE PROGRAM MANAGEMENT SUBSYSTEM
        1. 3.4.1. Program Management Elements
        2. 3.4.2. Aligning Program Management Elements with Business Strategy
      5. 3.5. TACTICAL SUBSYSTEM OF THE INTEGRATED MANAGEMENT SYSTEM
      6. 3.6. PROGRAM MANAGEMENT AS A COMPETITIVE ADVANTAGE
      7. 3.7. SUMMARY
      8. 3.8. REFERENCES
    4. 4. Managing and Delivering the Whole Product
      1. 4.1. THE WHOLE PRODUCT CONCEPT
      2. 4.2. USING PROGRAM MANAGEMENT TO DELIVER THE WHOLE PRODUCT
        1. 4.2.1. Understanding Cross-Project Interdependencies
        2. 4.2.2. Determining the Level of Development Complexity
        3. 4.2.3. Selecting the Management Approach
        4. 4.2.4. Planning the Whole Product Program
        5. 4.2.5. Executing the Whole Product Program
      3. 4.3. VIEWING THE WHOLE PRODUCT AS A SYSTEM
      4. 4.4. SUMMARY
      5. 4.5. REFERENCES
  6. II. Managing the Program
    1. 5. The Program Team
      1. 5.1. CRITICAL FACTORS FOR PROGRAM TEAM SUCCESS
        1. 5.1.1. Fundamental Elements of Program Team Success
          1. 5.1.1.1. Team Communication
          2. 5.1.1.2. Cross-discipline and Cross-project Coordination
          3. 5.1.1.3. Decision Making
          4. 5.1.1.4. Cross-discipline Problem Solving
          5. 5.1.1.5. Team-based Risk Management
      2. 5.2. STRUCTURING THE PROGRAM TEAM
        1. 5.2.1. The Program Manager
        2. 5.2.2. The Program Core Team
        3. 5.2.3. The Extended Team
        4. 5.2.4. The Role of the Functional Manager
        5. 5.2.5. The Integrated Nature of the Core Team
      3. 5.3. EVOLUTION OF A PROGRAM STRUCTURE
        1. 5.3.1. Beginning with a Functional Team Structure
        2. 5.3.2. Moving to a Multiple Project Team Structure
        3. 5.3.3. Evolving to a Coordinated Project Team Structure
        4. 5.3.4. Implementing the PCT Structure
      4. 5.4. ACHIEVING BUSINESS RESULTS
      5. 5.5. SUMMARY
      6. 5.6. REFERENCES
    2. 6. Program Definition and Planning
      1. 6.1. PROGRAM DEFINE PHASE
        1. 6.1.1. Concept Definition and Approval
        2. 6.1.2. Concept-Definition Process
          1. 6.1.2.1. Identify the Business, Customer, and Technology Objectives
          2. 6.1.2.2. Develop the Product Concept
          3. 6.1.2.3. Conduct the Concept Approval Meeting
      2. 6.2. BUSINESS CASE DEVELOPMENT AND APPROVAL
        1. 6.2.1. Program Business-Case Development Process
          1. 6.2.1.1. Define the High-level Requirements
          2. 6.2.1.2. Analyze the Risk
          3. 6.2.1.3. Assess Program Complexity and Strategic Alignment
          4. 6.2.1.4. Assess Feasibility
          5. 6.2.1.5. Conduct the Business-Case Approval Meeting
      3. 6.3. PROGRAM PLANNING
        1. 6.3.1. The Program Planning Process
          1. 6.3.1.1. Collect Inputs
          2. 6.3.1.2. Form the PCT
          3. 6.3.1.3. Document Detailed Requirements
          4. 6.3.1.4. Determine Project Scope
          5. 6.3.1.5. Plan the Projects
          6. 6.3.1.6. Create the Integrated Master Program Plan
          7. 6.3.1.7. Update the project plans
          8. 6.3.1.8. Validate the Program Business Case
          9. 6.3.1.9. Conduct Implementation Plan Approval Meeting
      4. 6.4. PROGRAM DEFINITION AND PLANNING PROCESS OVERVIEW
      5. 6.5. IMPORTANT BEHAVIORS
      6. 6.6. SUMMARY
      7. 6.7. REFERENCES
    3. 7. Program Execution
      1. 7.1. PROGRAM EXECUTION AND THE PLC
      2. 7.2. PROGRAM IMPLEMENTATION PHASE
        1. 7.2.1. The Program Implementation Process
          1. 7.2.1.1. Collect Inputs
          2. 7.2.1.2. Staff the Extended Program Team
          3. 7.2.1.3. Document Design Specifications
          4. 7.2.1.4. Manage Cross-Project Collaboration
          5. 7.2.1.5. Track and Control Program Progress
          6. 7.2.1.6. Report Program Progress
          7. 7.2.1.7. Complete the Program Launch Preparation Checklist
          8. 7.2.1.8. Conduct Launch Approval Meeting
      3. 7.3. PROGRAM LAUNCH PHASE
        1. 7.3.1. Program Launch Process
          1. 7.3.1.1. Refocus the PCT
          2. 7.3.1.2. Release the Product, Service, or Infrastructure Capability
          3. 7.3.1.3. Release Public Announcements and Begin Marketing Campaigns
          4. 7.3.1.4. Begin Customer and Product Support
          5. 7.3.1.5. Track and Analyze Early Results
          6. 7.3.1.6. Conduct Launch Completion Approval Meeting
      4. 7.4. PROGRAM SUSTAIN PHASE
        1. 7.4.1. Transfer of Ownership
        2. 7.4.2. Manage the Business Operations
        3. 7.4.3. Oversee the Business Objective Achievement
        4. 7.4.4. Manage Improvements
        5. 7.4.5. Close Out the Program
        6. 7.4.6. Conduct the Program Retrospective
      5. 7.5. PROGRAM EXECUTION PROCESS SUMMARY
      6. 7.6. IMPORTANT PROGRAM MANAGER BEHAVIORS
      7. 7.7. SUMMARY
      8. 7.8. REFERENCES
    4. 8. Program Processes
      1. 8.1. THE PROGRAM LIFE CYCLE
        1. 8.1.1. PLC Elements
          1. 8.1.1.1. The Define Phase
          2. 8.1.1.2. The Planning Phase
          3. 8.1.1.3. The Implementation Phase
          4. 8.1.1.4. The Launch Phase
          5. 8.1.1.5. The Sustain Phase
        2. 8.1.2. Special Considerations
      2. 8.2. SCHEDULE MANAGEMENT
        1. 8.2.1. Process Elements
          1. 8.2.1.1. Disaggregate Requirements
          2. 8.2.1.2. Identify Project Deliverables
          3. 8.2.1.3. Identify Key Program Milestones
          4. 8.2.1.4. Develop the Program Map
          5. 8.2.1.5. Create the Initial Schedule
          6. 8.2.1.6. Conduct Risk Analysis
          7. 8.2.1.7. Add Schedule Buffer
          8. 8.2.1.8. Negotiate Timeline
          9. 8.2.1.9. Manage to the Schedule
          10. 8.2.1.10. Control the Schedule
        2. 8.2.2. Program Implementation
      3. 8.3. FINANCIAL MANAGEMENT
        1. 8.3.1. Process Elements
          1. 8.3.1.1. Develop Financial Estimates
          2. 8.3.1.2. Determine Financial Feasibility
          3. 8.3.1.3. Develop Project Budgets
          4. 8.3.1.4. Integrate the Project Budgets
          5. 8.3.1.5. Add Budget Reserve
          6. 8.3.1.6. Negotiate Final Targets
          7. 8.3.1.7. Manage Program Finances
          8. 8.3.1.8. Control Program Finances
        2. 8.3.2. Program Implementation
      4. 8.4. RISK MANAGEMENT
        1. 8.4.1. Process Elements
          1. 8.4.1.1. Risk Identification
          2. 8.4.1.2. Risk Assessment
          3. 8.4.1.3. Risk Response Planning
          4. 8.4.1.4. Risk Tracking and Control
        2. 8.4.2. Program Implementation
      5. 8.5. CHANGE MANAGEMENT
        1. 8.5.1. Process Elements
          1. 8.5.1.1. Submit Change Proposal
          2. 8.5.1.2. Assess Change
          3. 8.5.1.3. Update Plan and Documentation
          4. 8.5.1.4. Communicate Change
        2. 8.5.2. Program Implementation
      6. 8.6. STAKEHOLDER MANAGEMENT
        1. 8.6.1. Process Elements
          1. 8.6.1.1. Identify Program Stakeholders
          2. 8.6.1.2. Perform Stakeholder Analysis
          3. 8.6.1.3. Develop Stakeholder Management Strategy
          4. 8.6.1.4. Manage Stakeholders
        2. 8.6.2. Program Implementation
      7. 8.7. SUMMARY
      8. 8.8. REFERENCES
  7. III. Program Management Metrics and Tools
    1. 9. Program Management Metrics
      1. 9.1. RATIONAL FOR USING METRICS
      2. 9.2. MEASURING PROGRAM MANAGEMENT EFFECTIVENESS
      3. 9.3. PROGRAM MANAGEMENT VALUE PYRAMID
      4. 9.4. THE PMVP MENU OF METRICS
      5. 9.5. THE NATURE OF THE PMVP
        1. 9.5.1. Strategic Management Metrics
        2. 9.5.2. Portfolio Management Metrics
        3. 9.5.3. Program Management Metrics
        4. 9.5.4. Project Management and Team Execution Metrics
      6. 9.6. CUSTOMIZING A METRICS SET
      7. 9.7. USING METRICS TO IMPROVE BUSINESS RESULTS
      8. 9.8. SUMMARY
      9. 9.9. REFERENCES
    2. 10. Strategic Program Management Tools
      1. 10.1. PROGRAM BUSINESS CASE
        1. 10.1.1. Developing the Program Business Case
        2. 10.1.2. Utilizing the Program Business Case
          1. 10.1.2.1. Time to Prepare
          2. 10.1.2.2. Benefits
          3. 10.1.2.3. Advantages and Disadvantages
      2. 10.2. PROGRAM ALIGNMENT MATRIX
        1. 10.2.1. Developing the Alignment Matrix
        2. 10.2.2. Utilizing the Alignment Matrix
          1. 10.2.2.1. Time to Prepare
          2. 10.2.2.2. Benefits
          3. 10.2.2.3. Advantages and Disadvantages
      3. 10.3. PROGRAM PORTFOLIO MAPS
        1. 10.3.1. Developing the Portfolio Maps
        2. 10.3.2. Utilizing Portfolio Maps
          1. 10.3.2.1. Time to Prepare
          2. 10.3.2.2. Benefits
          3. 10.3.2.3. Advantages and Disadvantages
      4. 10.4. PROGRAM ROAD MAP
        1. 10.4.1. Developing the Program Road Map
        2. 10.4.2. Utilizing the Program Road Map
          1. 10.4.2.1. Time to Prepare
          2. 10.4.2.2. Benefits
          3. 10.4.2.3. Advantages and Disadvantages
      5. 10.5. PROGRAM COMPLEXITY ASSESSMENT
        1. 10.5.1. Developing the Program Complexity Assessment
          1. 10.5.1.1. Utilizing the Program Complexity Assessment
          2. 10.5.1.2. Time to Prepare
          3. 10.5.1.3. Benefits
          4. 10.5.1.4. Advantages and Disadvantages
      6. 10.6. SITUATIONAL USE
      7. 10.7. IMPROVING BUSINESS RESULTS
      8. 10.8. SUMMARY
      9. 10.9. REFERENCES
    3. 11. Operational Program Management Tools
      1. 11.1. PROGRAM STRIKE ZONE
        1. 11.1.1. Developing the Program Strike Zone
        2. 11.1.2. Utilizing the Program Strike Zone
          1. 11.1.2.1. Time to Prepare
          2. 11.1.2.2. Benefits
          3. 11.1.2.3. Advantages and Disadvantages
      2. 11.2. PROGRAM MAP
        1. 11.2.1. Developing the Program Map
        2. 11.2.2. Utilizing the Program Map
          1. 11.2.2.1. Time to Prepare
          2. 11.2.2.2. Benefits
          3. 11.2.2.3. Advantages and Disadvantages
      3. 11.3. P-I MATRIX
        1. 11.3.1. Developing the P-I Matrix
        2. 11.3.2. Utilizing the P-I Matrix
          1. 11.3.2.1. Time to Prepare
          2. 11.3.2.2. Benefits
          3. 11.3.2.3. Advantages and Disadvantages
      4. 11.4. PROGRAM REVIEW
        1. 11.4.1. Developing the Program Review
        2. 11.4.2. Utilizing the Program Review
          1. 11.4.2.1. Time to Prepare
          2. 11.4.2.2. Benefits
          3. 11.4.2.3. Advantages and disadvantages
      5. 11.5. PROGRAM DASHBOARD
        1. 11.5.1. Developing the Program Dashboard
        2. 11.5.2. Utilizing the Dashboard
          1. 11.5.2.1. Time to Prepare
          2. 11.5.2.2. Benefits
          3. 11.5.2.3. Advantages and Disadvantages
          4. 11.5.2.4. Variations
        3. 11.5.3. Situational Use
        4. 11.5.4. Improving Business Results
        5. 11.5.5. SUMMARY
      6. 11.6. REFERENCES
  8. IV. The Program Manager
    1. 12. Program Manager Roles and Responsibilities
      1. 12.1. INVESTING THROUGH THE PROGRAM MANAGER
      2. 12.2. BUSINESS RESPONSIBILITIES OF THE PROGRAM MANAGER
      3. 12.3. MANAGING THE BUSINESS
        1. 12.3.1. Aligning the Program to Strategy
        2. 12.3.2. Developing and Managing the Business Case
        3. 12.3.3. Managing the Program Finances
          1. 12.3.3.1. Managing the Program Cash Flow
          2. 12.3.3.2. Managing the Cost of Goods Sold
        4. 12.3.4. Managing the Program Resources
        5. 12.3.5. Managing Business Risk
        6. 12.3.6. Managing Intellectual Property (IP)
        7. 12.3.7. Monitoring the Market
      4. 12.4. MANAGEMENT, LEADERSHIP, AND THE PROGRAM MANAGER
      5. 12.5. LEADING THE TEAM
        1. 12.5.1. Establishing the Program Vision
        2. 12.5.2. Empowering the PCT
        3. 12.5.3. Navigating Change and Risk
      6. 12.6. ATTRIBUTES OF A STRONG PROGRAM LEADER
      7. 12.7. SUMMARY
      8. 12.8. REFERENCES
    2. 13. Program Manager Core Competencies
      1. 13.1. THE PROGRAM MANAGEMENT COMPETENCY MODEL
      2. 13.2. CUSTOMER AND MARKET CORE COMPETENCIES
        1. 13.2.1. Customer and Market Enablers
      3. 13.3. BUSINESS AND FINANCIAL CORE COMPETENCIES
        1. 13.3.1. Business Enablers
      4. 13.4. LEADERSHIP CORE COMPETENCIES
        1. 13.4.1. Leadership Enablers
      5. 13.5. PROCESS AND PROJECT MANAGEMENT CORE COMPETENCIES
        1. 13.5.1. Project Management Enablers
      6. 13.6. COMPETENCY-MATURITY MIX
      7. 13.7. ALIGNING COMPETENCIES TO BUSINESS STRATEGY
      8. 13.8. MANAGEMENT OF MULTIPLE PROGRAMS
      9. 13.9. STAFFING THE PROGRAM MANAGEMENT POSITIONS
      10. 13.10. PROGRAM MANAGER PERFORMANCE EVALUATION
      11. 13.11. PROGRAM MANAGER PROFESSIONAL DEVELOPMENT
      12. 13.12. ORGANIZATIONAL CONSIDERATIONS
      13. 13.13. SUMMARY
      14. 13.14. REFERENCES
  9. V. Organizing for Program Management
    1. 14. Transitioning to Program Management
      1. 14.1. THE TRANSITIONING PROCESS
      2. 14.2. UNDERSTAND THE TRANSITION
        1. 14.2.1. Understand the Need for Change
        2. 14.2.2. Understand That It is Mostly Revolution, Not Evolution
        3. 14.2.3. Understand Business Factors Driving Change
        4. 14.2.4. Understand Operational Factors Driving Change
        5. 14.2.5. To Transition or Not to Transition
      3. 14.3. EXECUTE THE TRANSITION
        1. 14.3.1. Management Philosophy
        2. 14.3.2. Senior Management Sponsorship
        3. 14.3.3. Transitioning to the Program Management Model with the SECURE Process
          1. 14.3.3.1. Stage 1: Scope
          2. 14.3.3.2. Stage 2: Engineer
          3. 14.3.3.3. Stage 3: Confirm
          4. 14.3.3.4. Stage 4: Ultraplan
          5. 14.3.3.5. Stage 5: Realize
          6. 14.3.3.6. Stage 6: Enhance
      4. 14.4. CONTINUOUSLY IMPROVE
        1. 14.4.1. Form an Improvement Team
        2. 14.4.2. Identify Mechanisms for Improvement Ideas
        3. 14.4.3. Follow Improvement Process
      5. 14.5. SUMMARY
      6. 14.6. REFERENCES
    2. 15. The Program Management Office
      1. 15.1. THE PROGRAM MANAGEMENT OFFICE
      2. 15.2. AIMING FOR BETTER BUSINESS RESULTS
      3. 15.3. PMO VARIATIONS
        1. 15.3.1. The Project Control Office
        2. 15.3.2. The Functional Program Office
        3. 15.3.3. The Enterprise PMO
      4. 15.4. FUNCTIONS OF AN ENTERPRISE PMO
      5. 15.5. FUNDAMENTAL ELEMENTS OF THE ENTERPRISE PMO
        1. 15.5.1. Program Management Organization
        2. 15.5.2. Operational Management
        3. 15.5.3. Methods and Processes
        4. 15.5.4. Program Information System
        5. 15.5.5. Tools
        6. 15.5.6. Metrics and Tracking
        7. 15.5.7. Management Reviews and Reports
        8. 15.5.8. Competency Training
      6. 15.6. IMPLEMENTING AN ENTERPRISE PMO
        1. 15.6.1. Iterative Cycles of Learning and Improving
        2. 15.6.2. Phase Implementation
      7. 15.7. IMPLEMENTATION CONSIDERATIONS
      8. 15.8. IMPROVING BUSINESS RESULTS
      9. 15.9. SUMMARY
      10. 15.10. REFERENCES
  10. VI. Industry Case Examples
    1. A. American Shogun
      1. A.1. GETTING STARTED
      2. A.2. THE FOCAL POINT FOR BUSINESS RESULTS
      3. A.3. INTERDEPENDENT PROJECTS
      4. A.4. BUSINESS GOALS
      5. A.5. COORDINATED PLANNING
      6. A.6. COORDINATED MANAGEMENT
      7. A.7. ALIGNING EXECUTION WITH STRATEGIC OBJECTIVES
      8. A.8. FLEXIBILITY
      9. A.9. FINISHING WITH FLYING COLORS
      10. A.10. CLOSING
    2. B. ConSoul Software
      1. B.1. COMPANY CONTEXT
        1. B.1.1. Overview
        2. B.1.2. History
        3. B.1.3. Business Strategy
        4. B.1.4. Strategic Program Planning
        5. B.1.5. Organizational Structure
      2. B.2. URGENT SILVERBOW TEAM MEETING
      3. B.3. THE SILVERBOW PROGRAM
        1. B.3.1. Program Structure
        2. B.3.2. The Program Process
        3. B.3.3. Program Metrics and Tools
        4. B.3.4. Alignment Between Business Strategy and Program Execution
      4. B.4. WHAT ARE THE SILVERBOW PROGRAM OPTIONS?
      5. B.5. MEETING WITH EXECUTIVES
      6. B.6. CLOSING
      7. B.7. REFERENCES
    3. C. Planet Orbit
      1. C.1. INTRODUCTION
      2. C.2. PROGRAM BACKGROUND
      3. C.3. PROGRAM ORGANIZATION AND MANAGEMENT
      4. C.4. PROGRAM STRATEGY
      5. C.5. PROGRAM SCOPE
      6. C.6. PROGRAM PROCESSES
      7. C.7. PROGRAM METRICS AND TOOLS
      8. C.8. READY FOR THE REVIEW
      9. C.9. CLOSING
    4. D. General Public Hospital
      1. D.1. INTRODUCTION
      2. D.2. PROGRAM BACKGROUND
      3. D.3. POTENTIAL PROGRAM SCOPE CHANGE
      4. D.4. TKS PROGRAM TEAM
      5. D.5. PROGRAM STRATEGY
      6. D.6. PROGRAM PROCESS AND TOOLS
      7. D.7. PROGRAM METRICS
      8. D.8. PROGRAM CULTURE
      9. D.9. THE PROGRAM BASELINE REVIEW MEETING
  11. Final Thoughts on Program Management