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

Read now

Unlock full access

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

7. Portfolio Management

Introduction

If project management and program management are often confused in the general business world, introducing portfolio management will surely bring additional confusion. A business person would likely define a portfolio as a collection of projects, and there are certainly organizations that treat portfolio management like this. The PMBOK Guide defines a portfolio as “projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.” It defines portfolio management as the “centralized management of one or more portfolios to achieve strategic objectives.”

Learning Objectives

After completing this chapter, you should be able to:

1. Recognize and understand portfolios.

2. ...

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

Read now

Unlock full access

More than 5,000 organizations count on O’Reilly

O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.

Julian F.

Head of Cybersecurity

I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.

Addison B.

Field Engineer

I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.

Amir M.

Data Platform Tech Lead

I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.

Mark W.

Embedded Software Engineer

Using the Project Management Maturity Model, 3rd Edition

Publisher Resources

ISBN: 9780133840148Purchase book

Cloud Computing

Data Engineering

Data Science

AI & ML

Programming Languages

Software Architecture

IT/Ops

Security

Design

Business

Soft Skills

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

by Gary Lister