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Program Management for Improved Business Results / Edition 1

Program Management for Improved Business Results / Edition 1

by Dragan Z. Milosevic


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Product Details

ISBN-13: 2900471783540
Publisher: Wiley
Publication date: 03/16/2007
Edition description: Older Edition
Pages: 576
Product dimensions: 6.50(w) x 1.50(h) x 9.50(d)

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 (

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 (

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Table of Contents




1. Demystifying Program Management.

2. The Business Case for Program Management

3. Aligning Programs with Business Strategy.

Program Management in Practice: LorryMer IT.

4. Managing the Whole Product.


5. The Program Team.

6. Program Definition and Planning.

7. Program Execution.

8. Program Processes.

Program Management in Practice:  The Budica Program.


9. Program Management Metrics.

10. Strategic Program Management Tools.

11. Operational Program Management Tools.

Program Management in Practice: Using Tools on a Mercedes.


12. Program Manager Roles and Responsibilities.

13. Program Manager Core Competencies

Program Management in Practice: Spotlight Corp.


14. Transitioning to Program Management.

15. The Program Management Office.

Program Management in Practice:  Trust Corporation.


Appendix A. American Shogun

Appendix B. ConSoul Software

Appendix C. Planet Orbitz

Appendix D. General Public Hospital.

Final Thoughts on Program Management.


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Program Management for Improved Business Results 5 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
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¿, resulting in few alternatives to books on project management, but which included this book, support this high opinion of this book¿s contribution. Chapter 1 lays out the purpose and applicability of the book, and motivates the study of program management. For example, an organization whose developmental efforts are simple or only tactical is advised that project management is sufficient. Alignment of developmental efforts is less of an issue for such organizations. For more complex organizations, portfolio management, program management, and project management operate in interdependent layers in order to allocate resources for desired results. 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. Using metrics and tools is relatively familiar in organizations that use an investment review board or a Lean 6 Sigma approach to allocating project resources. Regarding organization, a theme of the book is that program success is integral to business results. It follows that lines of authority and communication should complement both program alignment and execution. 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 these alignments in their organization. Another approach for the reader would be to move directly to the ¿Program Management Office¿ chapter in Part V to quickly compare this model to how the program management function is organized in the reader¿s own company or agency. Some readers may wish to attack Part VI 'Industry Case Examples' first. Four diverse case studies of programs facing crises motivate the reader¿s interest toward methods of preparation and engagement. The reader may find one or two case studies whose familiarity prompts taking on other sections of this challenging and worthwhile book.