Global Program Management

Paula Wagner, Bruce T. Barkley

Publisher: McGraw-Hill, 2010, 426 pages

ISBN: 978-0-07-162183-0

Keywords: Project Management, Program Management

Last modified: Jan. 20, 2017, 12:24 p.m.

Synopsis

This practical resource offers proven strategies for directing the design, development, delivery, and monitoring of major, long-term business or agency proghrams in global markets. Global Program Management reflects the movement of the field to a broader, more global, and enterprise-wide perspective.

Covering the new Project Management Institute (PMI) Standard for Program Management, the book explain s the way in which program management differs from project management and reveals how to master strong leadership, organization, communication, technical, managerial, and agility skills along with a comprehensive understanding of foreign markets and cultures. Discover how to:

  • Review organizational and global settings for program management
  • Adhere to the new PMI Standard for Program Management
  • Develop strategies, programs, and candidate projects into a strategic portfolio
  • Align strategies and programs to ensure success, profitability, and progrtam benefits
  • Assess, monitor, and mitigate risk on a program scale
  • Home global program management leadership competencies
  • Find and secure partners to provide program support
  • Apply program management concepts to federal sector reforms

Table of Contents

  • Introduction
    • Flow of This Book
    • The Global Setting
    • The Program Management Setting
    • The Business Setting
    • Seven Principles
    • Change and Program Management
  1. The Global Setting for Program Management
    • Introduction
    • Global Forces
    • Strengthening the Business for Global Project Delivery
    • Global Mission
    • Global Vision
    • Global Strategic Management
    • Global Values
    • Global Goals
      • Developing a global strategic plan
      • Global strategy
      • Setting global objectives
      • Crafting a global strategy
      • Implement and execute the global strategy through portfolios, programs, and projects
      • Evaluate and align performance
      • Industry and global competitive analysis
      • Organization’s internal factors
      • SWOT
      • Strategic cost analysis
      • Benchmarking
      • Competitive advantage and strategy
      • Alliances and collaborative partnerships
      • Merger and acquisition strategies
      • Outsourcing
      • Global competitive strategies
      • Location, location, location
      • Profit sanctuaries
      • Critical markets
      • Other strategies
      • Diversification strategies
    • Summary
  2. The Standard for Program Management According to PMI
    • Introduction
    • What Is Program Management?
    • Project Management Institute
    • Relationships with Other Project Standards
    • The Role of the Program Manager
      • Benefits management
      • Program stakeholder management
      • Program governance
      • The skills of a program manager
    • External Program Elements
    • Program Life Cycle
      • Program formulation
      • Program delivery of benefits
      • Program closeout
      • Program management processes
      • Initiation process
      • Planning process
      • Develop program requirements
      • Develop program architecture
      • Develop program work breakdown structure (PWBS)
      • Develop program management plan
      • Develop program infrastructure
      • Develop program schedule
      • Plan communications
      • Plan program risk management
      • Plan program procurements
      • Financial plans
      • Estimate program costs
      • Budget program costs
      • Plan program stakeholder management
      • Identify program stakeholders
      • Program governance structure
      • Plan for audits
      • Plan for program quality
      • Executing process
      • Manage program architecture
      • Manage component interfaces
      • Engage program stakeholders
      • Approve component initiation
    • Monitoring and Controlling Process Group
      • Monitor and control program performance
      • Manage program issues
      • Monitor and control program scope
      • Monitor and control program schedule
      • Report program performance
      • Monitor and control program risks
      • Administer program procurements
      • Monitor and control program financials
      • Manage program stakeholder expectations
      • Provide governance oversight
      • Manage program benefits
      • Monitor and control program changes
    • Closing Process Group
      • Close program
      • Close program procurements
      • Approve component transition
    • The Importance of Program Management Support Systems
      • The program management office (PMO)
      • Human resources
      • Information technology
      • Facilities and supplies
      • Customers and new product design
      • Local regulation
      • Procurement
      • Communication/translation
      • Demographics/culture
      • Quality
      • Economics of scale
    • Other Considerations
      • Other Considerations
      • More on outsourcing
      • Administrative support
      • More on human resources
      • Integration in global and international programs
      • Tools in building an integrated program management system
      • Building an organization-wide global program management system
      • Program/portfolio planning and development system
      • Resource management system
      • Program information technology system
      • Product/service development process
      • Interface management
      • Program monitoring and control system
      • Change management system
      • Program evaluation system
      • Limitations of integrated program management systems
      • Microsoft program support for program management
      • WBS and task outline
      • Integrating programs in Microsoft Project
      • Summing up the Microsoft Project integration function
      • Tools used to build an integrated program management system
      • Implementing a global PMO
      • Building a PMO
      • Organizational needs identification
      • Analyze and prioritize
      • Build a plan of action/PMO charter
      • Gain support
      • Implement the plan
      • Report status
      • Continuous improvement process
      • Value of a PMO
      • Structure of the PMO
      • Roles and responsibilities of the PMO team
      • Maturity model of a PMO
    • Summary
  3. Global Portfolio Management Strategies
    • Introduction
    • The Global Portfolio
    • Programs as Unifying and Organizational Themes
    • A World Without a Program and Project Portfolio and Program Management System
    • Portfolio Development
    • What Is Portfolio Management?
    • Why Are Portfolios Needed?
    • Developing a Portfolio Process
    • Portfolio Process
      • Phased-in process
      • Standards
      • Continuous improvement
      • Portfolio process management
      • Project portfolio benefits
    • How Portfolios, Programs, and Project Management Relate
      • Global project portfolios
      • Programs in a portfolio world
      • Goals of a project portfolio
  4. Global Program Management Strategies
    • Introduction
    • Western Technologies: A Typical Global Corporation and a Framework for Linking Program Management to Business Strategy
      • How does Western manage this process?
      • Western’s approach to program management
    • The Eastern Case: Another Global Project Company
      • Background
      • Risk-based strategy and program development
      • Eight strategies and key measurements
      • Overview
      • Strengths, weaknesses, opportunities, and threats
      • Eastern’s strategic plan
      • Underlying elements of the risk-based strategic plan
      • Measures of effectiveness
      • Communicating strategy and risk
      • Program development
    • The Alignment of Programs with Strategic Objectives
    • Programs Are Organizational Commitments
    • Postscript
  5. Global Program Risk Management
    • Introduction
    • Program Risk
    • Risk Management
      • Sample program risk matrix
    • Program Risk Management According to PMI
      • Issues involved with program risk
    • Risk Management Planning
      • Inputs to risk management planning
      • Issues not addressed in PMBOK
      • Tools and techniques for risk management planning
      • Outputs from risk management planning
    • Risk Identification
      • Inputs to risk identification
      • Project planning outputs
      • Risk categories
      • Tools and techniques for risk identification
      • Outputs from risk identification
    • Qualitative Risk Analysis
      • Inputs to qualitative risk analysis
      • Tools and techniques for qualitative risk analysis
      • Outputs from qualitative risk analysis
    • Quantitative Risk Analysis
      • Inputs to quantitative analysis
      • Tools and techniques for quantitative risk analysis
      • Outputs from quantitative risk analysis
    • Risk Response Planning
      • Inputs to risk response planning
      • Tools and techniques for risk response planning
      • Outputs from risk response planning
    • Risk Monitoring and Control
      • Inputs to risk monitoring and control
      • Tools and techniques for risk monitoring and control
      • Outputs from risk monitoring and control
  6. The Global Program Manager
    • Introduction
    • The Global Program Manager
    • The Global Program Manager "Job Description"
      • General responsibilities
      • Specific responsibilities
      • Skills and attributes
    • Global Program Management: What Does It Really Involve?
      • Implement business strategy: make the business case for the program and assure alignment
      • Create a program workforce, team, and support system for results
      • Acquire program resources and funding
      • Interface with program stakeholders and sponsors
      • Ensure effective planning, scheduling, budgeting, monitoring, and review
      • Build a supporting global program network
      • Balance program discipline with innovation and creativity
    • Program Managers versus Single Project Managers
    • The Transition to Program Manager
    • Global Reference of Program Management
    • Program Reference
    • Explanation of Concept
    • Program Manager Competencies
    • Training the Global Program Manager
      • Language, diversity, and codes and symbols of the global culture
      • Single and multiple project management systems
      • Global program portfolio planning, delivery systems, and issues
      • Technology developments relevant to the program
      • Business support functions and operations
    • Managing Virtual Teams and the Technology
    • Negotiating Skills
      • Contracts
    • Using International Culture Codes
    • Global Schedule Conflicts and Negotiations: A Global Website Design Case
      • Background
      • Project schedule
      • Program manager’s decision
      • Assumptions
      • Earned value calculations
      • Negotiating from Interests
    • Scheduling: What Is the Program Manager Competency?
      • Cost estimating and earned value
      • Resourcing
      • Quality
    • Managing Conflict and Risk Globally
      • Global time management and the issue of time zones
      • Strategic leadership
      • Ethics and morals in a global context
      • Administrative issues; nuts and bolts of the global program manager position
      • Getting reports from project managers and rolling them up for executives
      • Communications
      • Assembling the right team in a virtual context
      • Reviewing/feedback to project managers/coaching
      • Motivating people in a global program
      • Business savvy
      • Office politics
      • Scheduling and resource planning for outsourcing
      • Scrubbing the schedule
      • Baselining the schedule
      • Managing schedules on the network
      • Resource planning for outsourced activity
      • Preparing staffing policy and plans
      • Resource planning: rules of thumb
      • Preparing program budgets
    • Roles in the Program Management Process
    • Departmental and Functional Manager Roles
    • Risk Management Plan
      • Program review and monitoring
      • Program team roles
      • Program review and monitoring and the senior management role
    • Senior Management Roles: Creating the Conditions for Project Success
    • What Are the Typical Project Management Windows for Program Review?
      • Introduction to phase 1
      • Introduction to phase 2
      • Introduction to phase 3
      • Introduction to phase 4
      • Sample tools
    • Summing Up: 10 Key Roles of the Program Manager
    • What Does the Program Manager Expect from Project Managers?
      • What about project team members?
    • Program Manager Review Agenda
    • Sample Program Review Questionnaire
    • Program Management Information System
    • Procedures for Schedule Tracking and Reporting
      • Program tracking information
    • Program Review Meetings and Reports
      • Reports, meetings, and documentation
      • Issues in program management improvement
      • Design and follow consistent planning procedures
      • Monitor baseline #1
      • Monitor against baseline or current
      • Report consistently
    • Network Information Exchange
      • Program managers and workforce planning
      • Feedback
      • Training and professional development
  7. Partnerships, Contracts, and Procurement
    • Introduction
    • Innovation and Outsourcing
      • Developing partnerships and supplier relationships
      • Licensing and other program issues overseas
      • The global avionics program management case
      • Postscript
      • Doing good with program management: collaborative programs targeting international social development
      • What is a program in these cases?
      • Program strategy
      • Benefits management
      • Program governance
      • Strategic partnerships and stakeholder management
      • Program design
      • Lessons learned
      • Classic program manager role in procurement
      • Procurement process and program manager roles
      • Organizational interrelationships and interfaces
      • Interface with procurement
      • Other program manager procurement issues in a global context
      • A case: airport designer dumped
      • Make-or-buy decisions
      • Types of contracts used in local markets
      • Doing business internationally
      • Finding drivers of competition worldwide
      • Program contract management and risk
    • Risk and Types of Contracts
      • Global e-procurement
      • Downside risks of global program e-procurement
      • Open-ended global collaboration on the Internet
    • Summary
  8. Federal Program Management
    • Introduction
    • What’s Wrong with Federal Program Management?
      • What is wrong?
      • What kind of change?
    • What Is Real Program Transparency?
    • Coordinating Federal Program Management
      • A new Office of Federal Innovative Management in the Executive Office of the President
    • Global Reference
    • Program Reference
      • Explanation of concept
    • Structural Change
      • Past approaches to management reform
      • Resurrecting a Reagan administration proposal
      • Functions of OFIM
      • Program planning and evaluation
      • Common program and project management methodology
      • Energy independence: a case example and an introduction to the concept
      • Global reference
    • What Happens in the Real World of Federal Program Managers?
      • Program reference
      • Energy independence/clean fuels program strategy and program objectives
    • OFIM Program Role in Energy Independence
    • OFIM Involvement in Heath Care Reform
    • Federal Agency Portfolio Management
    • Federal Agency Program Management Systems, Tools, and Techniques
      • Promoting innovation in federal programs
      • New organizational structure for new programs
      • Curbing new unaligned programs
      • New programs and outsourcing
      • Organizational learning
      • Six key strategies to create innovation in federal program management
      • Remove barriers to the generation of new ideas
      • Promote return on innovation and creativity
      • Promote return on innovation and creativity
      • Paradigms as barriers to new programs and services
      • Provide a system of information and feedback on current programs and services
      • Create a positive place for new ideas to incubate
      • Generate a process of filtering, evaluating, and transitioning new ideas into a portfolio and program development process
      • Create real agency program management success stories
    • The Structure of a Federal Energy Independence Program
    • A Customer-Driven Public/Private Partnership
    • Performance Budgeting and Energy Independence
    • Coordinating Agency Program Setup
    • Integration as a Leadership Function
    • Integration as a Wide-Ranging Quality and Process Improvement Standard
      • Tools in building an integrated federal program management system
    • Summary
  9. New Global Program Development
    • Introduction
    • What Have We Learned about New Global Program Management?
    • Generating Creative Program Concepts
      • New organizational structure for new programs
      • New products and outsourcing
      • Restructuring for global program management
      • Examining competencies and outcomes
    • The Broadband Case: An Application
      • Strategic global objectives
      • Global program development
      • Global portfolio of projects
      • Global program manager
      • Global program benefits
      • Calculating rate of return
      • Global partnering and strategic alliances
      • Global transparency
      • Government relations
      • Regulatory issues
      • Culture and language issues
      • Equipment production and delivery
      • Education content censorship
    • Summary
  1. Program Risk Management Checklist
  2. Microsoft Applications for Program Management
    • Project Consolidation to Create Programs
    • Project Server for Program Support
    • A Word of Caution
  3. Global Project Management Strategies in a Program Management World
    • Project Management
    • Global Reference
      • The program world
    • Explanation of Concept
      • Definition of a project
      • The purpose of a project
    • Deeper Understanding — Strategy of Use
      • Project management process
      • Work breakdown structure
      • Time management
      • Risk plan
      • Cost management
      • Project team offsite
      • Project life cycle
      • Project process groups
      • Throughout the phases
      • Project plan
      • How are projects selected?
      • Knowledge and maturity
      • Maturity model benefits
      • Triple play of constraints
      • Project manager
      • Sponsor
      • Customer
      • Project engineer
      • Functional manager
      • Contract administrator
      • Stakeholders

Reviews

Global Program Management

Reviewed by Roland Buresund

Outstanding ********* (9 out of 10)

Last modified: Dec. 9, 2013, 6:17 p.m.

Opinion

What regards Program Management books, I think this is outstanding! It manages to reflect on the global perspective of program management, differentiates (at times) from Project Management and gives a lot of practical advice on tools and models.

The only drawback, is that it sometimes feels too much Project-oriented that Program-oriented (even though the authors promises the opposite in the beginning of the book).

Anyway, I book I gladly recommend to Program Managers (both future and experienced).

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