The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment [NOOK Book]

Overview

Establish processes that ensure the success of your project managers - and increase the profitability of your products and services



With The Handbook of Program Management, you'll obtain the skills to incorporate new technology and people into your processes while delivering improved products and services that continually outpace your competition. In light of the Project Management Institute's new ...

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The Handbook of Program Management: How to Facilitate Project Succss with Optimal Program Managment

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Overview

Establish processes that ensure the success of your project managers - and increase the profitability of your products and services



With The Handbook of Program Management, you'll obtain the skills to incorporate new technology and people into your processes while delivering improved products and services that continually outpace your competition. In light of the Project Management Institute's new certification program for program managers, (PgMPSM) it's crucial that you have the understanding and processes necessary to deliver projects on schedule, within target costs, and that meet customer expectations.



Program and project management authority Dr. James Brown helps you create the necessary culture that will ensure the success of your project managers and teams by providing the “must have” insights you would only get from a trusted mentor, including:



  • The price of delayed decision-making

  • How calculated failure can drive organizational change

  • Why your best people often make the biggest mistakes

  • What the customer really needs to know (and not know)

  • The essence of successful execution

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Product Details

  • ISBN-13: 9780071595490
  • Publisher: McGraw-Hill Education
  • Publication date: 11/15/2007
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 288
  • Sales rank: 522,591
  • File size: 777 KB

Meet the Author

James T. Brown is president of SEBA Solutions, Inc. He was a project manager for sixteen years at NASA and continues to assist their Space Shuttle Program. Dr. Brown has also provided training for companies such as Boeing, Dell, Motorola, Target, and the Library of Congress.

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Table of Contents

Acknowledgements

Introduction

Chapter One: Chaos to Clarity

Chapter Two: Attributes of the Effective Program Manager

Chapter Three: Stakeholder Management

Chapter Four: Program Process Strategy

Chapter Five: Program Execution Processes

Chapter Six: Team Building at the Program Level

Chapter Seven: Program Communication Processes

Chapter Eight: Program Risk Management

Chapter Nine: Portfolio Management Essentials

Chapter Ten: Positive Program Outcomes

Index

About the Author

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Sort by: Showing all of 4 Customer Reviews
  • Posted December 9, 2010

    more from this reviewer

    Highly Recommend - you must check it out!!

    The Handbook of Program Management by Dr. James T. Brown provides a pragmatic approach to strategies and techniques to assist program and project managers in integrating portfolio, program, projects, and people into organizational life.

    Dr. Brown's book can quickly reveal or prevent the early warning signs of program or project distress: signs such as nonexistent links between project goals and organizational objectives; ambiguous senior management and ownership direction; or vague communication and collaboration between teams and stakeholders.

    The Handbook of Program Management will be the book to revisit throughout my career.

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  • Posted January 14, 2009

    A Program Management "Handbook" worth reading - for PROJECT managers.

    When a Project (or in this case, Program) Management book gets to me, it has dog-eared corners, drawings, notes, and yellow highlighter marker all over it.<BR/><BR/>And this book is one of those that has a whole mess of bent corners, drawings (one of which I actually will share with you), and it caused the demise of my trusty yellow marker. May it rest in peace.<BR/><BR/>Dr. James T. Brown has written the book to which I refer, "The Handbook of Program Management". As you can tell, I like the book. It read very well (unlike my stereotype of a handbook - which is a choppy, reference guide) and was full of "gems" from real example projects and programs. The other word is "Program". While it's of course true that the book focuses on Program Management, my issue is that it is an excellent book for Project Managers, as well. This is covered in the subtitle, "How to facilitate project success with optimal program management". I know it's long, but perhaps that - or some shorter version of it, like "Project Success through Optimal Program Management" - should have been the title! I guess I just don't want to see Project Managers miss out on the good things in this book.<BR/><BR/>I really liked the way in which Dr. Brown distinguished project and program management. For example, there is this:<BR/><BR/>Typically, the project manager is and should be more delivery and execution focused whereas the program manager has to also be concerned with the overall health and effectiveness of the program over the long term.<BR/><BR/>When he talked about the way that program manager and project manager view the projects they oversee, it actually inspired me to create a figure for the book:<BR/><BR/>Program managers see the projects in their context, where as project mangers may not necessarily see this - they instead see each as an independent entity. In fact, I personally think the more effective, enterprise-oriented project managers do take on this program view. Which is why I think this is an important book for project managers, not just program managers.<BR/><BR/>I found myself often shaking my head (vertically in agreement, that is) as I read the book. In particular, his guidelines on p"Presentation Basics" is a great read not just for program managers, but for ANYONE who has to make a presentation.<BR/><BR/>One other example of violent agreement: the section on Identifying Stakeholders. I have already blogged about this and will undoubtedly blog about it again. But Dr. Brown eloquently put into words how important this is but how to do it with these guidelines to fully identify stakeholders (Due to limited space, I put in only the first bullet):<BR/><BR/> * Follow the money! Whoever is paying is definitely a stakeholder. Also, if the program produces savings or additional costs for an organization then the organization is also a stakeholder<BR/>The sections of Dr. Brown's books which cover Risk, Execution, Communication, and Team Building are extremely well -assembled and illustrated with "tips", "keystones", and actual snippets of program and project best-practice documents. Many of these are gems and are the cause of the folded-over corners and the death of my highlighter. Importantly, they are a great read not only for Program managers, but for Project Managers as well.<BR/><BR/>This review is from http://scopecrepe.blogspot.com.<BR/><BR/>Authors contact exclaim@verizon.net if you want your PM or business book reviewed.

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  • Anonymous

    Posted October 23, 2010

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  • Anonymous

    Posted December 25, 2009

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