Project Management

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June 2018 Book Club Q&A Closing Webinar - Practitioner's Guide to Program Management

Aug 10, 2018 1:00 PM EDT (UTC-4)
PREMIUM webinar

Programs serve as a crucial link between strategy and the execution of business results and organizations implement them to achieve strategic goals. Although the practice of program management has evolved in lockstep with the project management profession, the root causes of program failure remain. In this step-by-step guide, Irene Didinsky offers a standardized approach to program management, closing the knowledge gaps and variations that currently exist across organizations and industries. For the first time, The Practitioner’s Guide to Program Management walks the reader through all the key components of effective program management. Using a case study example of an actual process improvement program, Didinsky discusses the qualities of excellence in program leadership, the importance of organizational strategy alignment throughout the program life cycle, how a program realizes benefits, and how to manage conflicting priorities of stakeholders. This comprehensive resource also includes an historical overview of the professionalization of the field, outlines the logistics of forming a program management community of practice, and concludes with a glossary of terms. With this desktop manual in their hands, practitioners can expect to thrive and guarantee the success of their programs.

Just a 4-Letter Word?

by Mark Mullaly, Ph.D., PMP

Is risk just a four letter word? Don’t be so sure. Here we take a look at the continued underestimation of risk in project management.

Just an Upgrade? Every Project Has a Benefit

by Heidi Cook

All projects have benefits, even those that are “just an upgrade.” But creating energy and receiving buy-in from the project team is oftentimes much more difficult on smaller initiatives. Here we learn some actionable items that can be used to keep team members engaged and focused on the reasons behind the technical work.

Just Answer the Question!

by Ian Whittingham, PMP

Some project managers have an easy facility for eliciting detailed information from their stakeholders while others find it a struggle to obtain more than just a monosyllabic answer. While some of this variability can be attributed to the questioner’s competency in formulating effective questions, the circumstances under which the questions are asked--and how receptive and engaged the parties are in answering those questions--also come into play.

Just Can't Wait to Get on the Road Again--Not!

by Miriam Ziemelis

Willie Nelson: Friend or foe? Sure, when you first started this gig you would hum this little tune to yourself as you ran for your plane, thinking that you understood just where Willie was coming from. But now you are one of the many who hear him and emit a snarling crackle of laughter that makes the other travelers huddled around the airport lounge look towards you with sympathy. Many consulting firms can offer you unlimited travel and an opportunity to see the world, but the downside of traveling for a living really doesn't hit until you are about a month into it. Let's figure out how you can manage your work and life schedule effectively.

'Just Do It' Just Won't Do

by Francie Dalton

If team performance could be better on your project, chances are at least one of the causal factors is the way you delegate. There are at least 12 classic or discrete delegation errors. And here are an equal number of easy-to-implement tips for how to avoid or correct them.

Just Do It!

by Miriam Ziemelis

What is the big deal with completing job applications? If you think your resume is enough for employers, think again. When it comes to the information needed "for the record," there's more than meets the eye.


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