book

Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy

Name: Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy
Author: Gary Lister
ISBN: 9780133840148

by Gary Lister

November 2014

Beginner

208 pages

3h 40m

English

Pearson

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About This eBook
Title Page
Copyright Page
Books in the FT Press Project Management Series
Dedication Page
Contents
Acknowledgments
About the Author
Preface
1. Project Management Roots and Understanding the PMBOK Guide
IntroductionLearning ObjectivesWhy Are Projects Important?Common Causes of Project FailureWho Are Project Managers?Project Management RootsKey Concepts of Project ManagementThe PMBOK Guide—the StandardThe PMBOK Guide’s 5 Project Management Process GroupsThe PMBOK Guide’s 10 Knowledge AreasThe PMBOK Guide’s 47 Project Management Processes (in Process Group then Knowledge Area Order)How to Use the PMBOK GuideWhere the Activity OccursProject Management Issues Not Addressed by the PMBOK GuideEmerging Issues Likely to Be Addressed in Future EditionsCommon Project Management MethodologiesSummaryKey Terms You Should KnowDiscussion QuestionsExercisesFinal Points

2. What Is a Project?
IntroductionLearning ObjectivesPMBOK Guide Concepts Covered in this ChapterWhat Projects Are NotWhat Are Projects?The Project TriangleProjects Often Present Special Challenges and OpportunitiesWhat Are Ongoing Operations?Where Do Projects Come From?There Are Valuable Lessons in Project Management HistoryHow Projects Differ from Programs and PortfoliosThe ManagerPMI CertificationsSummaryProcesses and ProceduresKey Terms You Should KnowDiscussion QuestionsExercisesFinal Points
3. Operations Management and Project Management
IntroductionLearning ObjectivesWhat Is Operations ManagementWhat Are Goods and Services?Where Operations Management and Project Management DifferWhat the PMBOK Guide Says About Operations ManagementThe History of Operations ManagementThe Industrial RevolutionThe Scientific Management EraSummaryKey Terms You Should KnowDiscussion QuestionsExerciseFinal Points
4. Organizational Influences
IntroductionLearning ObjectivesCharting the Organizational Influences and CultureWhere Projects Fit in the OrganizationOrganizations Shape the Projects—and Vice VersaCulture and Style also Shape ProjectsOrganizationsOrganizational CommunicationsOrganizational Structure Also Has an ImpactSummaryKey Terms / ReviewDiscussion QuestionsExercise
5. Project Management
IntroductionLearning ObjectivesStart SimplyAdd as RequiredLarger ProjectsI Was ThereChaos ReignsMy Projects and Project Management OfficeChoosing WiselyThe DifferencesThe NeedThe CommonalitiesChangeThe EnvironmentThe Challenges of Project ManagementProject Management SkillsProject SuccessProject Management FunctionsInitiate, Define, StartSummaryKey Terms / ReviewDiscussion QuestionsExercises
6. Program Management
IntroductionLearning ObjectivesA ProgramEveryone Has...My ProgramsNot Just Bigger and MorePrograms Are LargeKey Differences in Job FocusSummaryDiscussion QuestionsFinal PointsKey Terms You Should KnowExercise
7. Portfolio Management
IntroductionLearning ObjectivesIf It Works...Portfolios Consist of ProjectsProject Portfolio FlowVisual PortfolioStart Simply—But StartSummaryDiscussion QuestionsExercise
8. The Project Management Office
IntroductionLearning ObjectivesTipping PointWhat Is a PMO?What’s Changing with PMOs?AccidentsARMISStructure? Or No Structure?What a PMO Might Look LikeA Portfolio of ProjectsDance with the One Who Brought YouThe PMBOK Guide on PMOsSummaryKey Terms You Should KnowDiscussion QuestionsExercisesFinal Points
A. Knowledge Area from the PMBOK Guide
Chapter 4—Project Integration ManagementChapter 5—Project Scope ManagementChapter 6—Project Time ManagementChapter 7—Project Cost ManagementChapter 8—Project Quality ManagementChapter 9—Project Human Resource ManagementChapter 10—Project Communications ManagementChapter 11—Project Risk ManagementChapter 12—Project Procurement ManagementChapter 13—Project Stakeholder Management
B. Project Management Institute: Code of Ethics and Professional Conduct
Chapter 1. Vision and Applicability1.1 Vision and Purpose1.2 Persons to Whom the Code Applies1.3 Structure of the Code1.4 Values that Support this Code1.5 Aspirational and Mandatory ConductChapter 2. Responsibility2.1 Description of Responsibility2.2 Responsibility: Aspirational Standards2.3 Responsibility: Mandatory StandardsChapter 3. Respect3.1 Description of Respect3.2 Respect: Aspirational Standards3.3 Respect: Mandatory StandardsChapter 4. Fairness4.1 Description of Fairness4.2 Fairness: Aspirational Standards4.3 Fairness: Mandatory StandardsChapter 5. Honesty5.1 Description of Honesty5.2 Honesty: Aspirational Standards5.3 Honesty: Mandatory Standards
Index

Content preview from Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy

6. Program Management

Introduction

There are important differences—but also important commonalities—between project management and program management. Both can be an activity. Both can also be a discipline, art, science, process, and profession. It depends on the organization, context, stakeholders, and a variety of other factors. In broad terms, project management is used to refer to the management of projects, that is, those activities and tasks required to take specific, unique, and temporary endeavors from start to finish. In equally broad terms, program management refers to similar activities with one important difference—programs usually continue on, whereas projects have a definite end.

Learning Objectives

After completing this chapter, ...

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Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy

by Gary Lister