Fundamentals of Effective Program Management A Process Approach Based on the Global Standard

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ISBN: 9781932159691 | 193215969X
Cover: Hardcover
Copyright: 9/1/2008

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In this new book, best-selling author Paul Sanghera presents a cohesive, concise, yet comprehensive coverage of the fundamentals of program management based on the global standard for program management issued by the Project Management Institute (PMI), and in accordance with generally recognized best practices. This unique guide clearly places program management in the context of project management and project portfolio management and describes processes that can be applied to programs in any field. Because no prior knowledge of program management is assumed, Fundamentals of Effective Program Management is useful for both those new to program/project management, and to experienced practitioners whose daily tasks and responsibilities extend beyond project management and have a direct impact on accomplishing organizational objectives.

Preface	p. xvii
About the Author	p. xxi
Overview of Project Management	p. 1
Fundamental Learning Objectives	p. 1
Introduction	p. 1
Basic Concepts and Definitions	p. 2
Projects, Portfolios, and Programs	p. 2
Related Definitions	p. 3
All about Project Management	p. 4
Understanding a Project	p. 5
Distinguishing Projects from Operations	p. 6
Understanding Progressive Elaboration	p. 7
Understanding a Process	p. 8
Understanding the Project Life Cycle	p. 9
Understanding Project Management Knowledge Areas	p. 13
Understanding Project Stakeholders	p. 18
Identifying Project Stakeholders	p. 19
You, the Stakeholder	p. 20
Organizational Influences on Project Management	p. 22
Running Projects in Functional Organizations	p. 23
Running Projects in Projectized Organizations	p. 24
Running Projects in Matrix Organizations	p. 24
Fundamental Triplet	p. 26
Summary	p. 27
Key Terms	p. 28
Discussion Exercises	p. 30
Introduction to Program Management	p. 31
Fundamental Learning Objectives	p. 31
Introduction	p. 31
Basic Program Concepts	p. 32
Understanding Programs	p. 33
Understanding Program Management	p. 34
Project Management and Program Management	p. 37
Understanding Program Management Themes	p. 40
Program Benefits Management	p. 40
Program Stakeholder Management	p. 42
Identifying Program Stakeholders	p. 42
Managing Program Stakeholders	p. 45
Program Governance	p. 47
Understanding the Program Life Cycle	p. 50
Program Life Cycle: The Big Picture	p. 51
Performing Preprogram Setup	p. 52
Performing Program Setup	p. 55
Establishing Program Infrastructure	p. 57
Delivering Program Benefits	p. 59
Close the Program	p. 61
Program Process Groups	p. 62
Common Process Component Items	p. 65
Common Input Items	p. 65
Common Tools and Techniques	p. 68
Common Output Items	p. 70
Understanding Metrics	p. 71
Program Management Controls	p. 72
Projects and Programs: The Big Picture	p. 75
The Fundamental Triplet	p. 75
Summary	p. 77
Key Terms	p. 79
Discussion Exercises	p. 80
Program Integration Management	p. 81
Fundamental Learning Objectives	p. 81
Introduction	p. 81
The Big Picture of Integration Management	p. 82
Understanding Program Initiation	p. 83
The Grand Origin of a Program	p. 83
Program Initiation Processes	p. 85
Program Initiation Controls	p. 85
The Initiate Program Process	p. 86
Input to Initiating a Program	p. 86
Tools and Techniques for Initiating the Program	p. 87
Output of Initiating a Program	p. 89
Projectizing Your Program	p. 90
Selecting Projects	p. 90
Benefit Measurement Methods	p. 90
Scoring Models	p. 91
Benefit Contributions	p. 91
Economic Models	p. 91
Constrained Optimization Methods	p. 93
Expert Judgment	p. 93
Authorizing Projects	p. 93
Input to Authorizing Projects	p. 94
Tools and Techniques for Authorizing Projects	p. 95
Output of Authorizing Projects	p. 95
Understanding Program Planning: The Big Picture	p. 95
Developing Integration Plans for the Program	p. 97
Developing Program Management Plan	p. 98
Input to Developing Program Management Plan	p. 98
Tools and Techniques for Developing Program Management Plan	p. 99
Output of Developing Program Management Plan	p. 100
Controlling the Development of the Program Management Plan	p. 101
Developing Interface Management Plan	p. 101
Input to Interface Planning	p. 101
Tools and Techniques for Interface Planning	p. 103
Output of Interface Planning	p. 103
Developing a Resource Management Plan	p. 104
Input to Resource Planning	p. 105
Tools and Techniques for Resource Planning	p. 106
Developing a Transition Plan	p. 107
Input to Transition Planning	p. 107
Tools and Techniques for Transition Planning	p. 108
Output of Transition Planning	p. 108
Understanding Program Execution	p. 109
Big Picture of Program Execution	p. 109
Directing and Managing Program Execution	p. 112
Input to Direct and Manage Program Execution	p. 112
Tools and Techniques for Directing and Managing Program Execution	p. 113
Output of Direct and Manage Program Execution	p. 114
Monitoring and Controlling the Program: The Big Picture	p. 114
Integrating Program Monitoring and Controlling	p. 116
Performing Integrated Change Control	p. 116
Input to Integrated Change Control	p. 118
Tools and Techniques for Integrated Change Control	p. 119
Output of Integrated Change Control	p. 120
Controlling Resources	p. 121
Input to Controlling Resources	p. 121
Tools and Techniques for Controlling Resources	p. 122
Output of Controlling Resources	p. 125
Monitoring and Controlling Program Work	p. 126
Input to Monitoring and Controlling Program Work	p. 127
Tools and Techniques for Monitoring and Controlling Program Work	p. 128
Output of Monitoring and Controlling Program Work	p. 128
Performing Issue Management and Control	p. 129
Input to Issue Management and Control	p. 129
Tools and Techniques for Issue Management and Control	p. 130
Output of Issue Management and Control	p. 131
Understanding the Program Closure	p. 131
Closing the Program: The Big Picture	p. 132
Performing the Program Closure	p. 133
Input to Closing the Program	p. 134
Tools and Techniques for Closing the Program	p. 135
Output of Closing the Program	p. 135
Closing the Program Components	p. 136
Input to the Component Closure	p. 137
Tools and Techniques for Component Closure	p. 137
Output of the Component Closure	p. 138
Metrics for Integration Management	p. 139
Fundamental Triplet	p. 139
Summary	p. 140
Key Terms	p. 142
Discussion Exercises	p. 145
Program Scope Management	p. 147
Fundamental Learning Objectives	p. 147
Introduction	p. 147
Program Scope Management: The Big Picture	p. 148
Planning the Program Scope	p. 149
Defining Scope	p. 149
Input to Defining Scope	p. 149
Tools and Techniques for Defining Scope	p. 150
Output of Defining Scope	p. 151
Controlling the Scope Definition Process	p. 152
Creating the Program Work Breakdown Structure	p. 152
Input to Creating the Program Work Breakdown Structure	p. 153
Tools and Techniques for Creating the Program Work Breakdown Structure	p. 153
Output of Creating the Program Work Breakdown Structure	p. 154
Before and After Program Work Breakdown Structure	p. 157
Controlling the Triple Constraint	p. 157
Controlling Scope	p. 158
Input to Scope Control	p. 159
Tools and Techniques for Scope Control	p. 160
Output of Scope Control	p. 161
Controlling the Scope Control	p. 161
Fundamental Triplet	p. 162
Summary	p. 162
Key Terms	p. 163
Discussion Exercises	p. 164
Program Time Management	p. 165
Fundamental Learning Objectives	p. 165
Introduction	p. 165
Understanding Time Management	p. 166
Developing the Program Schedule	p. 166
Input to Developing Program Schedule	p. 167
Tools and Techniques for Developing Program Schedule	p. 171
Schedule Network Analysis	p. 174
Schedule Compression Techniques	p. 178
Other Tools and Techniques	p. 179
Output of Developing Program Schedule	p. 180
Controlling the Program Schedule Development	p. 180
Controlling Schedule	p. 180
Input to Schedule Control	p. 181
Tools and Techniques for Schedule Control	p. 182
Output of Schedule Control	p. 184
Controlling the Schedule Control Process	p. 184
Fundamental Triplet	p. 185
Summary	p. 186
Key Terms	p. 187
Discussion Exercises	p. 188
Program Cost Management	p. 189
Fundamental Learning Objectives	p. 189
Introduction	p. 189
Understanding Program Cost Management: The Big Picture	p. 190
Planning the Program Cost	p. 190
Input to Cost Estimating and Budgeting	p. 192
Tools and Techniques for Cost Estimating and Budgeting	p. 193
Output of Cost Estimating and Budgeting	p. 194
Controlling the Process of Cost Estimating and Budgeting	p. 195
Controlling Cost	p. 196
Input to Cost Control	p. 197
Tools and Techniques for Cost Control	p. 197
Output of Cost Control	p. 198
Measuring Performance	p. 199
Performance Measurement Analysis for Cost Control	p. 200
Cost Performance	p. 200
Schedule Performance in Terms of Cost	p. 202
Forecasting Techniques	p. 204
Monitoring and Controlling Metrics	p. 205
Fundamental Triplet	p. 207
Summary	p. 207
Key Terms	p. 208
Discussion Exercises	p. 210
Program Quality Management	p. 211
Fundamental Learning Objectives	p. 211
Introduction	p. 211
Understanding Quality Management	p. 212
Planning the Program Quality	p. 213
Input to Quality Planning	p. 213
Tools and Techniques for Quality Planning	p. 215
Output of Quality Planning	p. 216
Performing Quality Assurance	p. 218
Input to Performing Quality Assurance	p. 218
Tools and Techniques for Performing Quality Assurance	p. 219
Output of Performing Quality Assurance	p. 220
Controlling Quality	p. 221
Input to Quality Control	p. 222
Tools and Techniques for Quality Control	p. 223
Seven Basic Tools of Quality	p. 223
Other Quality Control Tools	p. 229
Output to Quality Control	p. 229
Metrics for Program Quality	p. 230
Fundamental Triplet	p. 233
Summary	p. 233
Key Terms	p. 234
Discussion Exercises	p. 236
Program Human Resource Management	p. 237
Fundamental Learning Objectives	p. 237
Introduction	p. 237
Program Human Resource Management: The Big Picture	p. 238
Initiating Team	p. 239
Input to Initiating the Program Team	p. 239
Tools and Techniques for Initiating the Program Team	p. 240
Output of Initiating the Program Team	p. 241
Planning Human Resources	p. 242
Input to Human Resource Planning	p. 242
Tools and Techniques for Human Resource Planning	p. 244
Output of Human Resource Planning	p. 245
Managing the Program Team	p. 247
Acquiring a Program Team	p. 248
Input to Acquiring the Program Team	p. 248
Tools and Techniques for Acquiring the Program Team	p. 249
Output of Acquiring the Program Team	p. 251
Developing the Program Team	p. 252
Input to Developing the Program Team	p. 253
Tools and Techniques for Developing the Program Team	p. 254
Output of Developing the Program Team	p. 256
Controlling Human Resource Management	p. 256
Fundamental Triplet	p. 258
Summary	p. 258
Key Terms	p. 260
Discussion Exercises	p. 260
Program Communication Management	p. 261
Fundamental Learning Objectives	p. 261
Introduction	p. 261
Communication Management: The Big Picture	p. 262
Planning Communication	p. 263
Input to Communication Planning	p. 264
Tools and Techniques for Communication Planning	p. 265
Output of Communication Planning	p. 266
Communicating the Program Execution	p. 268
Input to Information Distribution	p. 268
Tools and Techniques for Information Distribution	p. 269
Output of Information Distribution	p. 271
Monitoring and Controlling Communication	p. 271
Communication Control	p. 271
Input to Communication Control	p. 272
Tools and Techniques for Communication Control	p. 273
Output of Communication Control	p. 274
Performance Reporting	p. 274
Input to Performance Reporting	p. 274
Tools and Techniques for Performance Reporting	p. 276
Output of Performance Reporting	p. 276
Controlling Communication Management	p. 277
Fundamental Triplet	p. 278
Summary	p. 279
Key Terms	p. 281
Discussion Exercises	p. 281
Program Risk Management	p. 283
Fundamental Learning Objectives	p. 283
Introduction	p. 283
Risk Management: Big Picture	p. 283
Planning Risk Management	p. 285
Input to Risk Management Planning	p. 286
Tools and Techniques for Risk Management Planning	p. 288
Output of Risk Management Planning	p. 288
Techniques and Strategies for Risk Management Planning	p. 289
Tools and Techniques for Risk Identification	p. 289
Risk Analysis Techniques	p. 292
Risk Probability and Impact Assessment	p. 292
Risk Response Techniques	p. 296
Response Strategies for Opportunities	p. 298
Response Strategies for Both Threats and Opportunities	p. 299
Monitoring and Controlling Risks	p. 299
Input to Risk Monitoring and Control	p. 300
Tools and Techniques for Risk Monitoring and Controlling	p. 300
Output of Risk Monitoring and Control	p. 302
Metrics and Controls for Risk Management	p. 302
Fundamental Triplet	p. 304
Summary	p. 305
Key Terms	p. 307
Discussion Exercises	p. 308
Program Procurement Management	p. 309
Fundamental Learning Objectives	p. 309
Introduction	p. 309
Procurement Management: The Big Picture	p. 310
Planning Procurement	p. 312
Planning Program Purchases and Acquisitions	p. 312
Input to Planning Purchases and Acquisitions	p. 312
Tools and Techniques for Planning Purchases and Acquisitions	p. 313
Output of Planning Purchases and Acquisitions	p. 314
Planning Program Contracting	p. 316
Input to Planning Program Contracting	p. 316
Tools and Techniques for Planning Program Contracting	p. 317
Output of Planning Program Contracting	p. 318
Understanding Contract Types	p. 320
Implementing the Procurement	p. 322
Requesting Seller Responses	p. 322
Input to Requesting Seller Responses	p. 322
Tools and Techniques for Requesting Seller Responses	p. 323
Output of Requesting Seller Responses	p. 324
Selecting Sellers	p. 324
Input to Selecting Sellers	p. 325
Tools and Techniques for Selecting Sellers	p. 325
Output of Selecting Sellers	p. 327
Administering the Program Contract	p. 328
Input to Contract Administration	p. 329
Tools and Techniques for Contract Administration	p. 329
Output of Contract Administration	p. 330
Closing the Contracts	p. 331
Input to Contract Closure	p. 332
Tools and Techniques for Contract Closure	p. 332
Output of Contract Closure	p. 332
Fundamental Triplet	p. 335
Summary	p. 335
Key Terms	p. 336
Discussion Exercises	p. 337
Bibliography	p. 339
Index	p. 341
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Fundamentals of Effective Program Management A Process Approach Based on the Global Standard

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Author Biography

Table of Contents

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