San Francisco Public Library

How to manage complex programs, high-impact techniques for handling project workflow, deliverables, and teams, Tom Kendrick

eng

Includes bibliographical references and index

illustrations

index present

non fiction

How to manage complex programs

bibliographydictionaries

1034888762

Tom Kendrick

high-impact techniques for handling project workflow, deliverables, and teams

Projects require managers. Programs require maestros. Program manager-it's one of the most challenging jobs you can have. Overseeing and coordinating multiple project teams and thousands of activities may seem a Herculean task, but it's easier with the right tools in hand. Successful program management begins with a good command of project management processes, but these are never sufficient. Once a program exceeds a certain scale, project processes become unwieldy. To see a program successfully through to completion, you must break the work down into simpler, smaller pieces and organize it into interdependent tasks. Complete with diagrams, graphs, and real-life examples, How to Manage Complex Programs explains the ins and outs of program management and provides concrete and effective techniques for structuring deliverables, workflow, and staffing. You'll learn to: Decompose complex deliverables into manageable chunks * Develop coherent plans for component projects * Handle cross-project dependencies * Organize program staff and project leaders into a high-performing team * And more Yes, program management is challenging. But with these proven strategies, it can also be highly rewarding-for you and for your organization

Cover -- CONTENTS -- ACKNOWLEDGMENTS -- INTRODUCTION -- 1 PROGRAM MANAGEMENT -- Projects, Programs, and Portfolios -- Program Definition -- How Do Programs Originate? -- Why Are Programs Difficult? -- Project/Program Size Boundaries -- Program Life Cycles -- Dimensions of Program Complexity -- 2 PROGRAM INITIATION -- Strategic Alignment and Tactical Objectives -- Program Governance and Sponsorship -- Portfolio Management -- Program Benefit Analysis and Return on Investment -- Program Risks -- Program Challenges -- Process Maturity for Program Management -- Planning for the Plan -- Program Startup -- 3 PROGRAM DELIVERABLE MANAGEMENT -- Managing Program Scope -- Program Stakeholders -- Gathering Program Requirements -- Stakeholder Priority Conflicts and Resolution -- Characterizing Programs -- Establishing the Program Roadmap -- Defining Program Deliverables -- System Decomposition and Analysis -- Program Scope Risks and Optimization -- Documenting Program Scope -- Program Scope and Change Management -- 4 PROGRAM PLANNING AND ORGANIZING -- Program Planning Processes -- Program Planning Tools -- Program Decomposition and Project Planning -- Project Plan Integration and Interface Management -- Program Workflow Risks -- Hierarchical Plan Baselines and Plan Documentation -- 5 PROGRAM LEADERSHIP -- Program Governance and Stakeholder Expectations -- The Program Management Office -- Hierarchies of Teams and Leaders -- Program Leadership -- Program Communications -- Program Staff Motivation -- Program Staffing and Other Resource Risks -- 6 PROGRAM EXECUTION AND CONTROL -- Sponsor and Stakeholder Expectations Management -- Program Metrics -- Program Status Tracking -- Program Reporting and Information Management -- Controlling Program Scope -- Program Review -- Managing Organizational Change -- Recovering Troubled Programs -- 7 PROGRAM CLOSUREProgram Closure Process -- Program Process Improvement -- 8 CONCLUSION -- Program Deliverable Management -- Program Planning and Organizing -- Program Leadership -- The Path Forward -- SELECTED PROGRAM MANAGEMENT BIBLIOGRAPHY -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Z -- ABOUT THE AUTHOR -- FREE SAMPLE FROM IDENTIFYING AND MANAGING PROJECT RISK -- COPYRIGHT