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Program Management for Improved Business Results, 2nd Edition

Book Description

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.

    Table of Contents

    1. Title Page
    2. Copyright
    3. Dedication
    4. Preface
    5. Acknowledgments
    6. Part I: It's About the Business
    7. Chapter 1: Program Management
      1. Definitions and Context
      2. Program Management Characteristics
      3. The Program Management Continuum
      4. The Relationship among Portfolio, Program, and Project Management
      5. Differentiating Program and Portfolio Management
      6. Is Program Management a New Concept?
      7. Endnotes
    8. Chapter 2: Realizing Business Benefits
      1. Realizing Business Value
      2. Delivering Business Results
      3. Endnotes
    9. Chapter 3: Aligning Programs with Business Strategy
      1. The Integrated Management System
      2. The Business Engine
      3. Program Management as Part of the Business Engine
      4. The Execution Engine
      5. Program Management as Part of the Execution Engine
      6. Aligning Execution with Strategy
      7. Endnotes
    10. Part II: Delivering the Whole Solution
    11. Chapter 4: The Whole Solution
      1. Complexity Rising
      2. Systems Thinking
      3. The Whole Solution Concept
      4. The Program Architecture
      5. Endnotes
    12. Chapter 5: The Integrated Program Team
      1. Structuring an Integrated Program Team
      2. Staffing the Integrated Program Team
      3. Critical Factors for IPT Success
      4. Impacts of Geographical Distribution
      5. Endnotes
    13. Chapter 6: Managing the Program
      1. A Business Decision Framework
      2. Decision Checkpoint: Program Strategy
      3. Decision Checkpoint: Program Investment
      4. Decision Checkpoint: Execution Readiness
      5. Decision Checkpoint: Capability Release
      6. Decision Checkpoint: Program Closure
      7. Endnotes
    14. Part III: Program Practices, Metrics, and Tools
    15. Chapter 7: Program Management Practices
      1. Benefits Management
      2. Stakeholder Management
      3. Risk Management
      4. Financial Management
      5. Change Management
      6. Program-Level Governance
      7. Endnotes
    16. Chapter 8: Program Metrics
      1. Making Sense of Metrics
      2. A Systems Approach to Metrics
      3. Measuring Business Benefit
      4. Choosing Metrics That Matter
      5. Endnotes
    17. Chapter 9: Program Management Tools
      1. The Benefits Map
      2. Program-Level Work Breakdown Structure
      3. The Program Map
      4. Program Complexity Assessment
      5. The P-I Matrix
      6. The Program Strike Zone
      7. Indicators and Dashboards
      8. Using the Right Tool for the Job
      9. Endnotes
    18. Part IV: The Program Manager
    19. Chapter 10: Program Manager Roles and Responsibilities
      1. The Business Manager
      2. The Master Integrator
      3. Leading the Program Team
      4. Endnotes
    20. Chapter 11: Program Manager Competencies
      1. The Program Management Competency Model
      2. Customer and Market Competencies
      3. Business and Financial Competencies
      4. Process and Project Management Competencies
      5. Leadership Competencies
      6. Aligning Skills to Organizational Need
      7. Professional Development
      8. Organizational Enablers
      9. Endnotes
    21. Part V: Organizational Considerations
    22. Chapter 12: Transitioning to Program Management
      1. Understanding Change
      2. Executing the Program Management Transition
      3. Overcoming Challenges
      4. Transitioning to a Program Management Office (PMO)
      5. The Continuous Improvement Journey
      6. Endnotes
    23. Chapter 13: The Program Management Office
      1. Characterizing and Defining the PMO
      2. PMO Options
      3. Adding Value to the Enterprise
      4. Key Responsibilities of the PMO
      5. The PMO Leader
      6. Measuring PMO Effectiveness
      7. The Future of the PMO
      8. Endnotes
    24. Appendices: Case Studies in Program Management
    25. Appendix A: “I AM the PMO!”
      1. A Competency Lost
      2. “Welcome to the Company”
      3. Understanding the Landscape
      4. Establishing “Street Cred”
      5. Creating a Transformation Plan
      6. Generating Results
      7. Keys to Success
    26. Appendix B: LorryMer Information Technology
      1. Overcoming Strategic Obstacles
      2. Aligning IT Programs to Business Strategy
      3. Alignment Begins at the Top
      4. Learning through Practice
    27. Appendix C: Bitten by a Rattlesnake
      1. Defining Program Success
      2. Hearing the Rattler's Warning
      3. The Rattler Strikes
      4. Applying Triage
      5. There Is Always a Lesson
      6. Final Thoughts on Program Management
    28. More from Wiley
    29. Index
    30. End User License Agreement