Program Management for Improved Business Results E-Book

Russ J. Martinelli

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 594

Veröffentlichungsjahr: 2014

Beschreibung

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. (PMI and PgMP are registered marks of the Project Management Institute, Inc.)

Leseprobe

Table of Contents

Title Page

Copyright

Dedication

Preface

Acknowledgments

Part I: It's About the Business

Chapter 1: Program Management

Definitions and Context

Program Management Characteristics

The Program Management Continuum

The Relationship among Portfolio, Program, and Project Management

Differentiating Program and Portfolio Management

Is Program Management a New Concept?

Endnotes

Chapter 2: Realizing Business Benefits

Realizing Business Value

Delivering Business Results

Endnotes

Chapter 3: Aligning Programs with Business Strategy

The Integrated Management System

The Business Engine

Program Management as Part of the Business Engine

The Execution Engine

Program Management as Part of the Execution Engine

Aligning Execution with Strategy

Endnotes

Part II: Delivering the Whole Solution

Chapter 4: The Whole Solution

Complexity Rising

Systems Thinking

The Whole Solution Concept

The Program Architecture

Endnotes

Chapter 5: The Integrated Program Team

Structuring an Integrated Program Team

Staffing the Integrated Program Team

Critical Factors for IPT Success

Impacts of Geographical Distribution

Endnotes

Chapter 6: Managing the Program

A Business Decision Framework

Decision Checkpoint: Program Strategy

Decision Checkpoint: Program Investment

Decision Checkpoint: Execution Readiness

Decision Checkpoint: Capability Release

Decision Checkpoint: Program Closure

Endnotes

Part III: Program Practices, Metrics, and Tools

Chapter 7: Program Management Practices

Benefits Management

Stakeholder Management

Risk Management

Financial Management

Change Management

Program-Level Governance

Endnotes

Chapter 8: Program Metrics

Making Sense of Metrics

A Systems Approach to Metrics

Measuring Business Benefit

Choosing Metrics That Matter

Endnotes

Chapter 9: Program Management Tools

The Benefits Map

Program-Level Work Breakdown Structure

The Program Map

Program Complexity Assessment

The P-I Matrix

The Program Strike Zone

Indicators and Dashboards

Using the Right Tool for the Job

Endnotes

Part IV: The Program Manager

Chapter 10: Program Manager Roles and Responsibilities

The Business Manager

The Master Integrator

Leading the Program Team

Endnotes

Chapter 11: Program Manager Competencies

The Program Management Competency Model

Customer and Market Competencies

Business and Financial Competencies

Process and Project Management Competencies

Leadership Competencies

Aligning Skills to Organizational Need

Professional Development

Organizational Enablers

Endnotes

Part V: Organizational Considerations

Chapter 12: Transitioning to Program Management

Understanding Change

Executing the Program Management Transition

Overcoming Challenges

Transitioning to a Program Management Office (PMO)

The Continuous Improvement Journey

Endnotes

Chapter 13: The Program Management Office

Characterizing and Defining the PMO

PMO Options

Adding Value to the Enterprise

Key Responsibilities of the PMO

The PMO Leader

Measuring PMO Effectiveness

The Future of the PMO

Endnotes

Appendices: Case Studies in Program Management

Appendix A: “I AM the PMO!”

A Competency Lost

“Welcome to the Company”

Understanding the Landscape

Establishing “Street Cred”

Creating a Transformation Plan

Generating Results

Keys to Success

Appendix B: LorryMer Information Technology

Overcoming Strategic Obstacles

Aligning IT Programs to Business Strategy

Alignment Begins at the Top

Learning through Practice

Appendix C: Bitten by a Rattlesnake

Defining Program Success

Hearing the Rattler's Warning

The Rattler Strikes

Applying Triage

There Is Always a Lesson

Final Thoughts on Program Management

More from Wiley

Index

End User License Agreement

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Guide

Cover

Table of Contents

Preface

Part I: It's About the Business

Begin Reading

List of Illustrations

Figure 1.1

Figure 1.2

Figure 1.3

Figure 1.4

Figure 2.1

Figure 2.2

Figure 2.3

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Figure A.1

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Figure C.2

List of Tables

Table 1.1

Table 1.2

Table 3.1

Table 5.1

Table 6.1

Table 6.2

Table 8.1

Table 8.2

Table 8.3

Table 8.4

Table 8.5

Table 9.1

Table 9.2

Table 10.1

Table 12.1

Table 12.2

Table 13.1

Table 13.2

Table 13.3

Table A.1

Table B.1

PROGRAM MANAGEMENT FOR IMPROVED BUSINESS RESULTS

Second Edition

Russ J. Martinelli

James M. Waddell

Tim J. Rahschulte

Cover Design: Wiley

Cover Image: Background © iStock/LuminaStock

This book is printed on acid-free paper.

Copyright © 2014 by Russ J. Martinelli, James M. Waddell, and Tim J. Rahschulte. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Library of Congress Cataloging-in-Publication Data

Martinelli, Russ J., 1959-

Program management for improved business results / Russ J. Martinelli,

James M. Waddell, Tim J. Rahschulte. — Second edition.

1 online resource.

Revised edition of Program management for improved business results by

Dragan Z. Milosevic, Russ J. Martinelli, James M. Waddell, published in 2007.

Includes index.

Description based on print version record and CIP data provided by publisher; resource not viewed.

ISBN 978-1-118-90587-6 (ePub); ISBN 978-1-118-90589-0 (Adobe PDF);

ISBN 978-1-118-62792-1 (hardback); 978-1-118-90436-7 (O-book) 1. Project management. 2. Project management—Case studies. I. Waddell, James M., 1946- II. Rahschulte, Tim. III. Milosevic, Dragan Program management for improved business result. IV. Title.

HD69.P75

658.4′04—dc23

2014019692

To our dear friend Dragan Milosevic

Preface

Since the publication of the first edition of this book, many volumes of white papers, articles, and books on the subject of program management have emerged. The impact, as measured by increased knowledge about what program management is and why it is important, has been great. We feel fortunate to have been part of that change.

We also feel fortunate to have received some amazing feedback from the readers of the first edition, which was both complementary and constructive. The most rewarding feedback came from readers who felt the book helped them to become better program managers (or become first-time program managers in some cases), as well as from those who recognized that the book is “different”. This book is different by design. The differentiator is that its foundation is based upon a body of practice that focuses on how program management has been practiced historically within companies, and how it is practiced today.

Our personal understanding of how program management is being practiced has been greatly enhanced by opportunities to train many practitioners in a variety of industry sectors (both for-profit and non-profit), and by opportunities to work directly with companies that are engaged in the introduction of program management into their organizations or that are working to strengthen their existing program management capabilities. This new understanding, and the associated lessons learned, are shared throughout this second edition.

The most significant changes introduced in this edition are in four areas. First, we introduce the concept of the program management continuum, which we use as an anchor throughout the book to describe the variation of how program management is implemented within companies, and how we delineate between project-oriented and program-oriented organizations. Next, we provide a broader explanation of the relationship between systems thinking and program management, to include one of the primary roles of a program manager as the master integrator of cross-project work. Then, to strengthen one of the emerging themes of program management, we include additional information on benefits management, particularly in relation to the achievement of the business benefits that drive investment in programs. Finally, we worked to create tighter alignment and cross-reference to the program management standards and guides that have been developed to provide additional detail and depth to the program management principles.

To reinforce the practical nature of this book, we include seven new case studies. Four case studies, referred to as Program Management in Practice, are found at the end of each major section of the book, and three comprehensive case studies that focus on multiple dimensions of program management are included in the appendices. The case studies represent the application of program management in a variety of industries, including software services, automotive, academia, information technology, U.S. defense, and digital media display. We chose to use fictitious names for the companies and people presented in the case studies to ensure the good, the bad, and the ugly aspects of each case remained intact. The cases are real, however, as are the characters and the stories contained within. In our choice of tools to present, we cover those that we see utilized the most and those that provide the greatest utility. Additional tools and tool templates can be found on the Program Management Academy website: http://wiley.programmanagement-academy.com.

Finally, we maintained the modular design and flow of information contained in the first edition. This allows you, our readers, the option to read this book from cover to cover, or to focus upon the aspects of program management that are most pertinent to your needs. However you choose to read this book, we hope you enjoy your journey into the world of program management.

Acknowledgments

We would like to thank the many people who have helped in making this book a reality:

David Churchill, Richard Vander Meer, Roger Lundberg, Rick Nardizzi, Gary Rosen, Manny Mora, and Richard Cook for their invaluable viewpoints, opinions, and insights about program management as it is practiced in companies today

.

Ronald Forward for his significant contributions in sharing his knowledge, experience, and insights in regard to leading and managing a Program Management Office in a major corporation

.

Kathy Milhauser and Eddie Williams for contributing their experiences in the form of case studies

.

Steve Graykowski for inspiring the idea of the program management continuum and thought leadership involved with integrating program management and agile software practices

.

David Pells, who continues to provide the means to test our ideas with the readers of the PM World Journal.

Margaret Cummins, Amanda Shettleton, and the remainder of the team at John Wiley & Sons who continue to provide outstanding support and guidance

.

Our many colleagues and co-workers who have contributed to the concepts presented in this work in many ways

.

We are truly blessed to be associated with such a wonderful and supportive community of people!

Part I

It's About the Business

Part I begins by providing clarification of the program management discipline and then illustrating how program management can be implemented as a major part of an organization's business model.

The primary theme established in this first part, and then used throughout the entire book is it's about the business. The purpose of the introductory chapter, Program Management, is to establish the foundational elements of programs and program management as it is practiced in our organizations and many of our clients' organizations, and explain how it is used to achieve a firm's strategic business goals. The unique meaning of program management is identified and described, illuminating its raison d'être. It explains what program management is and what it is not and compares and contrasts program management with project management and portfolio management, dimension by dimension.

The foundational elements from Chapter 1 provide perspective for Chapter 2, Realizing Business Benefits. In our own careers, we have witnessed the power of program management to serve as a coalescing function that provides business benefits by delivering both business value and business results. In Chapter 2, we explore these two sides of business benefits realization through the implementation of program management within an enterprise.

Chapter 3, Aligning Programs with Business Strategy, completes Part I by detailing the systematic approach of program management through the use of an integrated management system. As we demonstrate in this chapter, the program management discipline plays a pivotal role in aligning the work output of multiple project teams to the corporate and business unit strategy of an enterprise.

Chapter 1Program Management

A lot has changed with respect to program management since we introduced the first edition of this book. Much of the literature that existed at that time consistently confused program management with project, portfolio, or operations management. Today, multiple standards exist and many volumes of white papers, articles, and books are readily available. As a result, the general knowledge about what program management is and why it is valuable has increased markedly.

While many different aspects and approaches to program management have emerged, we have been pleased to watch a convergence on what we believe is the single most important aspect of program management: it's about achieving business results.

Even the various standards, which by nature take a broad brushstroke at the subject of program management, state that program management is all about benefits realization, and benefits directly refer to achievement of the business goals of the enterprise and the organizations within the enterprise.