Description

Book Synopsis
Choosing the right people to carry out a project is essential to its success, and when multiple projects are combined into a complex program, the human aspect becomes even more important. Project and Program Management: A Competency-Based Approach, Fifth Edition balances a complete account of the technical aspects of project and program management with a practical approach to understanding and developing the core competencies required to accomplish desired goals. On the technical side, this book is a complete introduction to predicting costs, setting schedules, and assessing risks. On the human side, it sheds new light on how to mold different personality types into a team, how to motivate the team's members, and how to produce extraordinary results. The author details the blocking and tackling of the program management approach, describing the best way to define, organize, and schedule the work to be done, while identifying risks and controlling costs throughout the process.

This fifth edition has been significantly revised, with every chapter updated. The volume considers the magnitude of recent social, political, and technological changes. Included are insights from numerous students who bring to the forefront their current real-world practices from their individual businesses, industries, and disciplines.



Table of Contents
  • List of Illustrations
  • Preface
  • Introduction
  • Chapter 1. Program/Project Management Competencies
  • Chapter 2. The Importance of Program/Project Management
  • Chapter 3. Process Management—Evolution and Definition
  • Chapter 4. Contract Types—What Type of Contract Should I Enter Into?
  • Chapter 5. The Bidding Process—Obtaining a Price Quote
  • Chapter 6. Defining the Work to be Performed
  • Chapter 7. Scheduling and Staffing the Work
  • Chapter 8. Risk Management—Mitigating the Impact
  • Chapter 9. Disruptive Technologies—Thinking Outside of the Box
  • Chapter 10. Cost, Schedule, and Performance Management—A Quantitative Premise
  • Chapter 11. Multiple Generations in the Workplace—It's How We Grew Up
  • Chapter 12. Connecting Generational Cohorts to Associative Thinking
  • Chapter 13. Leadership and Gender—A Science-Based Understanding
  • Chapter 14. Motivation and Leadership—Why We Do What We Do
  • Chapter 15. Organization Design Models—Not Right or Wrong, More or Less Applicable
  • Chapter 16. Building Teams—Understanding Ourselves and Others through MBTI
  • Chapter 17. Capitalizing on the Collective Knowledge of the World
  • Chapter 18. Establishing Program/Project Management as a Discipline
  • Chapter 19. Managers, Leaders, and Entrepreneurs
  • Chapter 20. The American Social Economic Context
  • Chapter 21. Career Development—Models
  • Chapter 22. Succession Planning—Providing Opportunities for Growth
  • Chapter 23. The Business Case for Diversity and Inclusivity
  • Chapter 24. Effective Communication Skills
  • Chapter 25. Change Management—People, the Hardest Part
  • Appendix A—Evaluating the Program Plan
  • Appendix B—Executing the Program Plan
  • Appendix C—Changes to the Program Plan
  • Appendix D—Program Planning Master Process Flow
  • Glossary
  • Bibliography
  • Index

Project and Program Management: A

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    A Hardback by Mitchell L. Springer

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      View other formats and editions of Project and Program Management: A by Mitchell L. Springer

      Publisher: Purdue University Press
      Publication Date: 15/03/2023
      ISBN13: 9781612498508, 978-1612498508
      ISBN10: 1612498507
      Also in:
      Management and management techniques Office and workplace Project management

      Description

      Book Synopsis
      Choosing the right people to carry out a project is essential to its success, and when multiple projects are combined into a complex program, the human aspect becomes even more important. Project and Program Management: A Competency-Based Approach, Fifth Edition balances a complete account of the technical aspects of project and program management with a practical approach to understanding and developing the core competencies required to accomplish desired goals. On the technical side, this book is a complete introduction to predicting costs, setting schedules, and assessing risks. On the human side, it sheds new light on how to mold different personality types into a team, how to motivate the team's members, and how to produce extraordinary results. The author details the blocking and tackling of the program management approach, describing the best way to define, organize, and schedule the work to be done, while identifying risks and controlling costs throughout the process.

      This fifth edition has been significantly revised, with every chapter updated. The volume considers the magnitude of recent social, political, and technological changes. Included are insights from numerous students who bring to the forefront their current real-world practices from their individual businesses, industries, and disciplines.



      Table of Contents
      • List of Illustrations
      • Preface
      • Introduction
      • Chapter 1. Program/Project Management Competencies
      • Chapter 2. The Importance of Program/Project Management
      • Chapter 3. Process Management—Evolution and Definition
      • Chapter 4. Contract Types—What Type of Contract Should I Enter Into?
      • Chapter 5. The Bidding Process—Obtaining a Price Quote
      • Chapter 6. Defining the Work to be Performed
      • Chapter 7. Scheduling and Staffing the Work
      • Chapter 8. Risk Management—Mitigating the Impact
      • Chapter 9. Disruptive Technologies—Thinking Outside of the Box
      • Chapter 10. Cost, Schedule, and Performance Management—A Quantitative Premise
      • Chapter 11. Multiple Generations in the Workplace—It's How We Grew Up
      • Chapter 12. Connecting Generational Cohorts to Associative Thinking
      • Chapter 13. Leadership and Gender—A Science-Based Understanding
      • Chapter 14. Motivation and Leadership—Why We Do What We Do
      • Chapter 15. Organization Design Models—Not Right or Wrong, More or Less Applicable
      • Chapter 16. Building Teams—Understanding Ourselves and Others through MBTI
      • Chapter 17. Capitalizing on the Collective Knowledge of the World
      • Chapter 18. Establishing Program/Project Management as a Discipline
      • Chapter 19. Managers, Leaders, and Entrepreneurs
      • Chapter 20. The American Social Economic Context
      • Chapter 21. Career Development—Models
      • Chapter 22. Succession Planning—Providing Opportunities for Growth
      • Chapter 23. The Business Case for Diversity and Inclusivity
      • Chapter 24. Effective Communication Skills
      • Chapter 25. Change Management—People, the Hardest Part
      • Appendix A—Evaluating the Program Plan
      • Appendix B—Executing the Program Plan
      • Appendix C—Changes to the Program Plan
      • Appendix D—Program Planning Master Process Flow
      • Glossary
      • Bibliography
      • Index

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