Gower Publishing, Ltd., 2010 - 197 páginas
Program management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way. Based on practical applications of PgM in different countries, as well as the leading standards, Program Management reflects the most recent developments in the area. It offers an understanding of program management's connection to business strategy and value realisation, beyond multiple-project management. Additionally it emphasizes the need for program specific processes, based on an iterative life cycle and the management of multiple stakeholders and their expected benefits. The book is grounded in a robust theoretical framework, complemented by a number of case studies. It analyzes the best organizational structures for program management and provides tools and techniques to deal with complex, unplanned change in a structured manner. It also develops knowledge of particular techniques required for managing programs as well as the competencies and skills required from program managers. It features a number of case studies.
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THE PROGRAM CONTEXT
BACKGROUND AND DEFINITIONS
MATURITY AND CULTURE
THE PROGRAM COMPONENTS
KEY PROGRAM COMPONENTS
PROGRAM LIFE CYCLE OUTLINE
THE PROGRAM LIFE CYCLE
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achieve actions activities agreed ambiguity analysis appraisal approach areas assessment authority benefits realization Board Chapter commitment communication complex components concept concerns consists context continually contribution corporate create CSFs culture cycle decision defined deliver deliverables described detailed effective elements emergent enable ensure essential evaluation example executives expected benefits factors Figure finally focus formulation functional governance Guide identified impact implementation important improvements increase initiated integration interdependencies involved issues key stakeholders knowledge learning linked marketing maturity measure methods monitoring necessary needs operational organization organizational outcomes outlined outputs pacing performance portfolio practice program management program team project management realization relationship reporting responsibilities risk role scope score specific sponsors stage stakeholders Standard strategic objectives strategy structure success transition typically uncertainty understand vision