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Program Management for Improved Business Results by James M. Waddell, Russ Martinelli, Dragan Z. Milosevic

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Part V. Organizing for Program Management

Part V focuses on the organizational aspects of program management. In Chapter 14, the process of transitioning from project to program management is explained. It covers three major steps: understand the transition, execute the transition, and continuously improve the results of the transition. In the first step, understand the transition, we present business and operational factors that have driven senior management teams to consider moving to a program management model for developing their products, services, and infrastructure capabilities.

Once the need for transition is understood, the second step—executing the change—a comprehensive plan for implementing the transition is presented. We present the SECURE (Scope, Engineer, Confirm, Ultraplan, Realize, and Enhance) process to execute the transition. In each stage we define boundaries for the transition; design an organizational structure, systems, and culture; test pilot the designed program management model; plan for implementation and political and cultural changes accompanying the transition; implement the transition; and terminate the transition.

The final step involved in transitioning to a program management model is continuous improvement. The PMO, the topic of Chapter 15, provides the infrastructure for continuous improvement. The PMO is also a pillar for managing and controlling multiple development programs. It is often responsible for managing scarce resources across multiple ...

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