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.
An excellent practitioners guidebook for Program Management
By J. M. Marshall - May 21, 2007
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.
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... read more
Basically the first book on Program Management published in America
By Claude Emond - August 2, 2007
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... read more
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