Project and Program Management: A Competency-Based Approach, Third Edition

Project and Program Management: A Competency-Based Approach, Third Edition

by Mitchell L. Springer


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Product Details

ISBN-13: 9781557537447
Publisher: Purdue University Press
Publication date: 05/15/2016
Pages: 450
Product dimensions: 7.60(w) x 9.30(h) x 1.20(d)

About the Author

Mitchell L. Springer is the executive director of the Purdue Polytechnic Institute at Purdue University, located in West Lafayette, Indiana. He has over thirty-five years of theoretical and industry-based practical experience from four disciplines: software engineering, systems engineering, program management, and human resources. Springer possesses a significant strength in pattern recognition, analyzing and improving organizational systems. He is internationally recognized, and has over 150 contributions to scholarship on software development methodologies, management, organizational change, and program management. Springer is the recipient of numerous awards and recognitions. He received his BS in computer science from Purdue University, and his MBA and doctorate in adult and community education with a cognate in executive development from Ball State University. He is certified as a Project Management Professional (PMP), Senior Professional in Human Resources (SPHR & SHRM-SCP), and in Alternate Dispute Resolution (ADR). He is a State of Indiana registered domestic mediator.

Table of Contents

List of Illustrations xii

Preface xvii

Introduction 1

Chapter 1 Program-Project Management Competencies 5

Chapter 2 The Importance of Program/Project Management 11

Chapter 3 Process Management-Evolution and Definition 17

Historical Orientation 17

General Program Planning Models 23

Integrated Linear Models versus Integrated Nonlinear Models 24

Evaluation Methodologies and Accountability 25

Composition of a Planning Process 26

Chapter 4 Contract Types-What Type of Contract Should I Enter Into? 29

Factors in Selecting a Contract Type 30

Fixed Price Contracts 31

Cost Reimbursement Contracts 33

Time and Materials Contracts 35

Labor Hour Contracts 35

Letter Contracts 36

Exercises 36

Chapter 5 The Bidding Process-Obtaining a Price Quote 39

Bid Organization 41

Responsibility Assignment Matrix 43

Before the Request for Proposal 43

On Receipt of the Request for Proposal 43

Proposal Generation Process 46

Review and Approval Process 46

Submittal Process 48

Post-Submittal Process 48

Post-Decision Process 49

Statement of Work 50

Technical Specification 51

Work Breakdown Structure 52

Classes of Estimates 52

Chapter 6 Defining the Work to be Performed 55

A Shortened Perspective 55

A More Detailed Perspective 63

Chapter 7 Scheduling and Staffing the Work 75

Types of Schedules 75

Network Approaches 80

Closing Thoughts on Developing a Network Diagram 85

Master Schedule 86

Intermediate Schedule 86

Detailed Schedules 87

Human Resource Plan 88

A More Detailed Perspective 89

Chapter 8 Risk Management-Mitigating the Impact 101

Risk Planning 102

Risk Assessment 103

Risk Analysis 105

Risk Handling 108

Chapter 9 Disruptive Technologies-Thinking Outside of the Box 111

Chapter 10 Cost, Schedule, and Performance Management-A Quantitative Premise 117

Defining the Initial Budget 117

Determining How We Are Performing against the Initial Budget 118

Keeping Track of Actual Costs 119

Getting Back on Schedule and Within Cost 120

A More Detailed Perspective 121

Chapter 11 Multiple Generations in the Workplace-It's How We Grew Up 139

Gerontological Phases (Late Adulthood) 140

Cohort Group (Veterans) 142

Gerontological Phases (Middle Adulthood) 146

Cohort Group (Boomers) 147

Gerontological Phases (Early Adulthood) 151

Cohort Group (Generation Xers) 154

Gerontological Phases (Adolescence) 159

Cohort Group (Nexters) 159

Concluding Remarks on the Nurture Side 164

The New Next Professional Working Adult Learner (2016 Perspective) 165

Who Are the Students? 165

Why Are College Costs So High? 167

Moving Back Home and Its Implications 168

Postponing Marriage and Children 169

Postponing the Purchasing of Material Possessions 173

Concluding Thoughts 176

Chapter 12 Connecting Generational Cohorts to Associative Thinking 177

Understanding the Breadth and Depth of a Discipline 177

"Seeing" across Disciplines 177

Practical Experience and Ability to Recognize the Bigger Picture 178

Ability to Recognize Cultural Realities 178

Understanding of Current Technologies 178

Unbounded by Hierarchical Pressures 179

Propensity for "Just Trying It" 179

Chapter 13 Leadership and Gender-A Science-Based Understanding 181

Differences in Neural Blood Flow Patterns 183

Differences in Structures of the Brain 184

Differences in Brain Chemistry 185

Leadership-Interpersonal Relationships 185

Leadership-Management Styles 186

Leadership-Things We Might See 186

Leadership-In Meetings 186

Chapter 14 Motivation and Leadership-Why We Do What We Do 189

Need Theories 189

Goal-Setting Theory 191

Reinforcement Theory 192

Equity Theory 192

Expectancy Theory 192

Chapter 15 Organization Design Models-Not Right or Wrong, More or Less Applicable 195

Traditional 195

Product 197

Matrix 198

Project Management 200

Criteria for Selecting an Organizational Structure 201

Summary Remarks 201

Chapter 16 Building Teams-Understanding Ourselves and Others through MBTI 203

Sensing (S) and Intuition (N) 203

Thinking (T) and Feeling (F) 204

Extraversion (E) and Introversion (I) 204

Judging (J) and Perceiving (P) 205

Type Combinations 205

Type and Organizational Change 205

Type Dynamics 206

Summary Thoughts by Type 207

Chapter 17 Capitalizing on the Collective Knowledge of the World 211

Availability of Skilled Labor 211

Skilled Labor Shortage Forecasts 211

Aging World Population 212

Retirement and the Working Senior Population 216

Science and Engineering Demographics 223

International Impact 225

Growing World Population 228

World's Education 229

Outsourcing of Goods and Services 234

Concluding Thoughts on the International Impact 236

Innovation, Technology, and the Systems Integrator 237

Understanding Technology as a Discipline 239

Integrating Intersectional Ideas 246

Creating an Integrative Mind-set 248

Systems Engineering-The Cross-Discipline Eclectic Nature of Knowledge 248

Diversify Our Knowledge through Multiple Job Experiences 249

Summary Thoughts 250

Technology from a Worldwide Perspective 250

The Bio-Economy-A Truly Worldwide Experience 252

Chapter 18 Establishing Program/Project Management as a Discipline 259

Chapter 19 Managers, Leaders, and Entrepreneurs 269

Defining Management 269

Management Functions 270

Management Roles 271

Management Skills 272

Leaders 273

Theories of Leadership 273

Power 276

Military Leadership Fundamentals 277

Entrepreneurs 279

Ethics at All Levels 281

Concluding Thoughts 282

Chapter 20 The American Social Economic Context 283

Prior to 1920 285

1920 to 1945 292

1945 to 1960 294

1960 to 1980 297

1980 to Present 300

Chapter 21 Career Development-Models 303

Moving Forward-The Four Questions 307

Educational Requirements of Engineering and Technology Professional Working Adult Learners (Real-Life Example) 319

Mapping Employee Training and Development to Market Requirements: Using a Corporate Market-Based Approach 326

Chapter 22 Succession Planning-Providing Opportunities for Growth 329

Why is Succession Planning Important? 329

Who is Succession Planning For? 330

Activities of Effective Succession Planning 330

What Do We Do When a Position Vacates? 330

Things to Remember 332

Who is Responsible? 332

Chapter 23 The Business Case for Diversity and Inclusivity 333

Business Case for Diversity and Inclusivity: It's All about Growth 336

Chapter 24 Effective Communication Skills 339

Encoding and Decoding Skills 340

Basic Rules for Addressing an Audience 341

Questions After the Presentation 342

Nonverbal Communication Skills 342

Listening Skills 342

Reading Skills 343

Skipping Judiciously 343

Communication Barriers 344

Organizational Communication 344

Conducting an Effective Meeting 345

Chapter 25 Change Management-People, the Hardest Part 347

Organizational Development-The Context of Change 347

Models of Change Management 349

Activities or Phases of the Change Management Process 351

Why Change Fails 352

Trust Through Character, Communication, and Capability 353

Running the Academy as a Business (An Example) 354

Appendix A Evaluating the Program Plan 365

Committee of Stakeholders 365

Primary Activities 365

Interviewing Program Participants 366

Outcome-Based Evaluation Methodology 367

Summary of Outcome-Based Evaluation Data Analysis Method 369

Appendix B Executing the Program Plan 371

Appendix C Changes to the Program Plan 377

Recognizing Changes 381

What Is a Change? 382

What Determines How a Contract Is Changed? 384

How Do Contractual Relationships Affect Changes? 384

Why Are Government Contract Changes Unique? 384

Why Do Changes Occur? 385

When Are Changes Likely to Occur? 386

What Are the Elements of a Change? 387

Common Names Given to Changes 387

What Types of Change Orders Can Occur? 390

Who Has the Authority to Order Changes? 391

When Can Changes Be Ordered? 393

What Changes Can Be Ordered? 393

What Response Docs a Change Order Require? 394

When Is Changed Work Performed? 394

Appendix D Program Planning Master Process Flow 397

Establish Planning Organization 397

Establish Program Management Library 399

Generate Requirements Database 402

Generate Master Program Schedule 403

Generate Preliminary Extended CWBS and Dictionary 405

Generate Preliminary Responsibility Assignment Matrix 407

Generate Intermediate Schedules 409

Generate Preliminary Detailed Schedules 410

Generate Human Resource Plan 412

Establish Program Organization 414

Post-Contract Award 415

Glossary 419

Bibliography 451

Index 459

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