Program management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way. The Second Edition of Michel Thiry's Program Management builds on the bestselling title first published in 2010. The heavily revised text reflects the latest program management guides and international standards and includes: a new section on agile management in programs; the author's own program management maturity measure; and a new section on change management, which is now integral to many programs.
You searched for: ∨derBy=RANK (∨DERBY=RANK)
175 items found
Managing the PMO Lifecycle (PMOLC) is a collective effort to highlight what goes into the setup, the build-out and the sustainability of the Project Management Offices (PMOs). It provides the drivers, the benefits and the know-how. The book’s main purpose is to be a reference and a practical guide for practitioners investing in setting up, building out or supporting new or existing PMOs through providing a practical step-by-step guide and practical case studies. In addition, the book addresses various audiences on the corporate ladder to help them understand their roles and contributions to PMO success. Last, the book is a guide for students seeking a career in the project management profession (allowing them to gain practical knowledge in the domain), and for academics researching in this area, leveraging the insights that the book offer through a detailed literature review, case studies and surveys.
This second edition is in a modular format to facilitate training and advanced course instruction, and provides new coverage of agile, such as hybrid agile methods, the latest public sector practices and a chapter dedicated to transitioning to agile. It discusses the "grand bargain" between project management and business; the shift in dominance from plans to product and from input to output; and introduces new concepts such as return on benefit.
Project success rates haven't changed in 20 years. Learn why, and what you can do to improve them in your organization. Using examples and lessons learned from the failures and achievements of Antarctic explorers Robert Scott and Ernest Shackleton, and Mount Everest expedition leader John Hunt and others, this captivating guide provides powerful insights into the causes of project and program failure and how to manage them to significantly improve project success rates.
Should we be working harder…or working happier? When it comes to work these days, we’re expected to do more with less—but is this nose-to-the-grindstone philosophy the best way to run a business? Alarmingly low employee engagement numbers indicate otherwise. So, if pushing everyone harder isn’t the path to productivity, what is? Supported by the latest research, this eye-opening book argues that our best work is the product of a positive environment. That’s good news for you as a manager. While you can’t personally transform the corporate culture, you can influence the workplace climate and create meaningful and lasting change.
Success starts with being new. Have you ever felt nervous in new situations? Reluctant to introduce yourself? Afraid to ask questions? We all have. But if you let those worries stop you, you may miss out on real opportunity. Whether you're changing jobs, joining a group, or moving to a new city, putting yourself out there enriches life and brings rewards.
What to Do When You're New combines the author's research with that of leading scientists to explain why we are so uneasy in new situations-and how we can learn to become more confident and successful newcomers. With practice, anyone can get better at being new. This original book opens your eyes to the necessary skills and teaches you how to Overcome fears, Make great first impressions, Talk to strangers with ease, Get up to speed quickly, and Connect with people wherever you go. Blending stories and insights with simple techniques and exercises, this one-of-a-kind guide will get you out of your comfort zone and trying new things in no time.
Projects often run adrift despite our best efforts. One of the most commonly overlooked pitfalls is inadequate and ineffective stakeholder management. Gathering decades of research on communications and stakeholder relations, Mario suggests a paradigm shift in the way project managers view their stakeholders. Using the four “ships” (sponsorship, partnership, leadership and citizenship), the author charts a successful path for identifying and communicating with stakeholders that will positively impact the way you view stakeholders and how they influence your project. In this newly revised edition, Mario goes beyond theory to offer real tools and valuable resources focused on presenting what works when it comes to stakeholder management. His light, conversational style pulls together a wide range of perspectives on various topics. Also available in Spanish.
Important New Tools for Managing Your Small Projects as Part of a Larger Program! The first edition of Project Management for Small Projects introduced project management processes, tools and techniques that are scalable and adaptable to small projects. Project managers learned a structured, disciplined approach to managing small projects sensibly and realistically. This new edition is updated throughout to reflect the PMBOK® Guide--Fifth Edition, balancing the particular needs of small projects with the project management methodology. Project managers who are proficient at managing and leading their own projects are increasingly being called upon to work collaboratively with other project managers to lead components of a program. In addition to knowing how to manage processes and how to lead the team, project managers must now also know how to collaborate and share knowledge with other project managers. A new chapter on program management offers important insights and guidance for managing a group of related small projects in a coordinated way to obtain benefits and control not available from managing them individually.
This book briefly considers published plans for future hotel openings in Greater China to explain the scale of the problem. It analyzes why traditional approaches to opening new hotels do not work efficiently and cannot be scaled, and why project management methodologies are the best way forward. The major part of this book examines modern project management concepts to determine the feasibility of reorganizing a hotel management company and developing a new hotel opening “how to” guide so that it can use project management to effectively and efficiently open new hotels on large scale.
Managing Complex Projects and Programs: How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach
Presented through insightful vignettes and real-world case studies, the information provided in Managing Complex Projects and Programs is essential reading not only for program and project managers in the trenches, but also for managers and executives who need to ensure the true integration of these processes into their overall business strategy.