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Program Management for Improved Business Results, by Dragan Z. Milosevic, Russ J. Martinelli, James M. Waddell
PDF Download Program Management for Improved Business Results, by Dragan Z. Milosevic, Russ J. Martinelli, James M. Waddell
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The need for information on program management is more critical now than ever before. PMIs development of a new standard on program management is driving even greater interest. At the same time, there are few books covering the subject, which provide practical answers, benchmarks, and case studies, however, this book fills the gap. The authors focus on both the macro level of integrating projects and portfolios into the business strategy and the micro level of managing a single program. It contains 6 issue-oriented cases weaved throughout the text, and an additional 5 comprehensive cases in the appendix. The result is a blueprint for the successful implementation of program management.
- Sales Rank: #1141029 in Books
- Published on: 2007-04-06
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 1.20" w x 6.40" l, 2.05 pounds
- Binding: Hardcover
- 576 pages
From the Back Cover
Project Management
Program Management for Improved Business Results
"Program Management for Improved Business Results is a great book that provides a refreshing and comprehensive look at how to succeed in enterprise program management."
—Hans Thamhain, PhD, PMP, Professor, Bentley College, Director of MOT and project management program
"An insightful book, generous with practical advice, real examples, and useful tools to help achieve the necessary focus in managing programs to success."
—Diane Bryant, Vice President and General Manager, Server Platforms Group, Intel Corporation
"Valuable lessons learned that are useful for the seasoned veteran, for those facing their first opportunity to lead a program,?or as a primer for those contemplating a career in program management."
—Richard Nardizzi, Senior Program Manager, Lockheed Martin
Implement program management in any business setting
Business leaders are constantly in the heat of competitive battles. To win, they must develop their products, services, and infrastructure in a fast, repeatable, and integrated fashion. This breakthrough book describes how many of today's business leaders use the program management discipline to gain competitive advantage over their rivals by:
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Making program management part of their business model
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Managing increased product and process complexity
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Aligning execution activities to business strategy
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Mitigating business risk to maximize ROI
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Accelerating time-to-money performance
The authors present a holistic view of program management that describes program management as a critical business function; provide a how-to approach to successfully define, plan, execute, and control programs; explain the primary roles and competencies of the program manager; and present the organizational factors involved in transitioning to a program management business model.
About the Author
Dragan Z. Milosevic, PhD, PMP, is an Associate professor of engineering and technology management at Portland State University (Oregon) and a consultant with RapidInnovation, LLC (an executive consulting company) and has conducted seminars for the Project Management Institute. He has worked in this field at a wide range of companies including Intel, Hewlett-Packard, Boeing, and DaimlerChrysler.
Russ J. Martinelli is the manager of program management methodologies at Intel Corporation and a recognized expert in the field. He is also the chairman of Intel's global Program Management Community of Practice, an adjunct professor at the University of Phoenix, and the cofounder of the Program Management Academy (www.programmanagement-academy.com).
James M. Waddell, former director of program management for Tektronix, is currently an independent consultant in his fields of expertise: program management and M&A. He has held a wide spectrum of management positions, has been a speaker at numerous nationwide conferences, and is the cofounder of the Program Management Academy (www.programmanagement-academy.com).
Most helpful customer reviews
14 of 14 people found the following review helpful.
An excellent practitioners guidebook for Program Management
By J. M. Marshall
As president of the Program Management Forum and a practicing consultant for almost 20 years in business process development, I have seen and used a lot of material related to program and project management.
I believe that this book is the best collection of valid, practical, usable information on program management that I have seen. Its basic approach is the view that program management, properly done, is a powerful, unifying mechanism for simultaneously coordinating the projects and functions with the strategic alignment, up and down the organization, of strategies, projects, and tasks.
This book clearly distinguishes the tools and functions of program management from those of project management. It clarifies the unique qualities required of a good program management system and team, outlines its unique tools and methods, and even presents a thorough discussion of program metrics, with advice how to customize them to a company's unique situation.
It includes a good presentation of unique program management tools including program portfolio maps, program road maps, program complexity assessments and many others, all of which are distinct from the standard project management tools in their role. The use of these tools is always presented in the larger context of achieving business results and implementing business strategy, not just specific project objectives - which therefore elevates program management to the role of a strategic framework.
In addition to the topic of program management itself, the book spends considerable time on the selection and development of program managers, how they differ from project managers, and how to build their supporting organizations who must implement this discipline.
Finally, the book clearly outlines ways for a company to transition to a Program Management Way of doing business and how the newly introduced role of program management must fit and collaborate with the other functions of a company to operate well.
This book is clearly the synergy of the broad corporate experience of the two of its co-authors with immense business background together with the thoroughness and ability to explain concepts of its academic, but also business-experienced co-author.
The book is absolutely worth its price, as it contains no fluff, is well organized, and is packed with relevant, practical information.
I thoroughly endorse this landmark book and recommend it to anyone wishing to implement or improve a program management organization and develop its program managers. It is easy to read, extremely comprehensive and packed with proven, practical information.
2 of 2 people found the following review helpful.
A Fresh Look at Program Management
By C. J. Bondi
The authors define program management as "the coordinated management of interdependent projects, over a finite period of time to achieve a set of business results." The last phrase captures the dimension this book stresses for managers concerned with alignment between business strategy and the day-to-day execution of project deliverables. While this book recognizes the importance of project management as a tactical tool, its key contribution is to distinguish between the disciplines of program management and project management. This distinction is provided and explained to provide a framework for managers. Using this framework, managers will be able to ensure that products and services, however skillfully delivered, meet the overarching interests of the entire business. The authors refer to the "breakthrough" nature of this distinction. My search results for "program management" resulted in few alternatives to books on project management, but included this book. So the "breakthrough" description of this book is a reasonable one.
Chapter 1 lays out the purpose and applicability of the book, and motivates the study of program management. Part II (Managing the Program) and Part IV (The Program Manager) should be required reading in complex and dynamic environments. These chapters will help anchor program management requirements for organizations when significant priorities change in order to address new competitive or political realities.
The busier reader may choose sections for less emphasis on the first reading. I would nominate Part III (Program Management Metrics and Tools) and the first chapter of Part V (Transitioning to Program Management) for a more cursory reading the first time through. The more motivational sections (Parts I, II, and IV) will convince many readers of the value of aligning authority and communication and will challenge them to assess this alignment in their organizations.
4 of 5 people found the following review helpful.
Basically the first book on Program Management published in America
By Claude Emond
This fine book is a bit controversial in its contents. One might not agree on the definition of «program» the authors are espousing and use this single reason to reject the book contents as a whole. And maybe this is why «Program Management for Improved Business Results» is, to my knowledge, the first extensive book published in North America on the «elusive, misunderstood» subject of program management. I believe it took some courage to go ahead and produce this very extensive content on a subject that is currently storming boardrooms and giving headaches to senior executives, in their search for better governance of «project-oriented» business activities. An important landmark in project and program management literature, full of valuable information and propositions to tame the beast that is managing multiple projects happening together to serve a same corporate purpose. Many kudos.
Claude Emond, PMP, project management consultant and coach;
member of the Project Core Team for the development of the 1st edition of the PMI Standard for Portfolio Management and the PMI Standard for Program Management
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