Program ManagementRoutledge, 18 nov 2016 - 304 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. The Second Edition of Michel Thiry’s Program Management builds on the bestselling title first published in 2010. The heavily revised text reflects the latest program management guides and international standards and includes: a new section on agile management in programs; the author’s own program management maturity measure; a new section on change management, which is now integral to many programs. Michel has also reviewed and revised the program lifecycle to align with the more unified view of program management that has emerged since the book was first published. The result is an essential guide to program management that incorporates a robust theoretical framework, complemented by examples and advice from one of the world’s leading practitioners. |
Índice
| 1967 | |
| 1976 | |
| 1986 | |
Organizational Context | 1998 |
Program Context | |
THE PROGRAM CONSTITUENTS | |
Program Actors | |
THE PROGRAM LIFE CYCLE | |
Program Definition Preparation | |
Realization Plan | |
Program Deployment Capabilities Delivery and Transition | |
Program Deployment Capabilities Integration and Benefits | |
Program Closure | |
Conclusion | |
Program Definition Formulation | |
Otras ediciones - Ver todo
Términos y frases comunes
achieve actions activities agile management agile methods alignment ambiguity analysis approach approval assessment benefits register blueprint business integrator business strategy change management Chapter closure communication complex component managers concept context corporate critical success factors CSFs decision management decision-making defined definition deliver deployment stage elements enable ensure evaluation expected benefits Figure focus focused formulation identify impact implementation initiatives interdependencies key deliverables key stakeholders KPIs management process maturity measure methods milestones monitoring needs and expectations Newtown Square ongoing operational organization organization’s organizational outcomes outputs pacing performance PMBOK PMI Standard portfolio management prioritized program and project Program Board program culture program governance program level program life cycle program management Program Sponsor program team project and program Project Management Institute relationship risk roadmap roles and responsibilities scope Section sensemaking specific stakeholder analysis stakeholder engagement strategic objectives Thiry transition typically value chain value management