THE STANDARD FOR PROGRAM MANAGEMENT 2ND EDITION PDF
The Standard for Program Management – Second Edition continues to recognize good practices for managing multiple projects and programs successfully with. The Standard for Program Management, Second Edition - Kindle edition by ISBN ISBN Why is ISBN important? ISBN . Fourth Edition. The PMBOK. ®. Guide is the accepted standard describing the process of project management and the management of individual projects.
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The Standard for Program Management. ISBN: –Published by: Project Management Institute, Inc. Four Campus Boulevard. Newtown Square. The Standard for Portfolio Management—Second Edition. ISBN: Published by: Project Management Institute, Inc. The Standard for Portfolio Management – Fourth Edition PMI PMBOK - PDF Practice Standard for Earned Value Management 2nd edition - PDF · Construction.
Programme and project management is now more widely accepted as an essential business discipline for all professions.
Such activities are frequently carried out outside the normal operations that keep the mainstream activity of the organization moving to satisfy its customers. Programme and project management is seen as a burden on people, one demanding valuable time and resources.
Anyone involved in programmes or projects, regardless of their status or role in an organization, will benefit from reading this book. But that is not its real purpose. The skills of project management are not the only tools you will need to become more effective, yet many of these tools are valuable in your everyday work. It is clearly recognized that you do not spend all your time managing programmes or projects and it is more likely to be an occasional responsibility at some time in your career.
This is not an academic textbook offering you complex theories to learn. The tools and techniques of effective and successful programme and project management are practical and relatively simple to understand. This does not mean they are always easy to apply, because of the complexity of the work and the effects of scale. The emphasis is on business programmes and projects, which are often small and of short duration when compared to highly technical or construction projects.
The book is written as a pocket guide, so it is not a book to read once and place in the bottom draw of your desk, never to see the light of day again! It is a tool to be used frequently to help you, remind you and support what 6 l The programme and project environment you do at each step along the road from start-up of an opportunity for a programme or project through to successful completion.
Throughout you will find practical tips and checklists for each step to help you achieve the results expected. Enjoy and be successful. You face a changing environment both in your private life and in the business world in which you work.
Some of these changes are beyond your control, such as the weather, which not only changes with the passing seasons, but seems to be changing in its behaviour with the passing years.
Not all change is so automatic and uncontrolled. You can choose to create change in your life by taking carefully framed decisions. You choose to change jobs, move house, or adopt a different lifestyle as an expression of your personal desires and as a means of satisfying your current needs.
APM Introduction to Programme Management 2nd edition
However, frequently you face changes that you do not choose because the decision is taken by another. You do not like an increase in taxation but someone decides it is essential for the greater good of the economy. Such change is obligatory for all, and you have to face consequential changes and take decisions to further adapt your lifestyle to accommodate the reduction in income.
Similarly, others at work take decisions about how you must work or what you do; you have no input to the change and you are expected to accept the new environment that results. Technological advances continue to affect you at an increasing pace, creating additional stress through the need to keep up to date.
One thing is a certainty: the pace of change will continue to increase in the future. The consequences of change range from trivial through to very significant, affecting your response.
Treat the change as an opportunity and a challenge. Selected change usually creates positive behaviours and constructive responses, whereas imposed change often generates open and latent opposition, negative and critical responses and even open sabotage. These consequences must be effectively managed for a successful outcome. Proven tools and techniques are available to you but you must also focus on the impact on people. A successful outcome is a direct measure of your ability as an effective change agent.
You are faced with dealing with the fears that act to restrain the change process.
At the same time, you demonstrate your enthusiasm and excitement at the prospect of achieving advances in the way your organization operates in the current and future business environment. This demands a wide range of people skills besides those traditionally associated with managing projects. This list may seem formidable, placing unexpected demands on your current skills. Moreover, there are additional management skills you will need to learn and improve as you become a more effective agent of change.
In most organizations the process of maintaining normal operations to meet the corporate objectives is the primary responsibility of the functional management. This includes the activities associated with improving effectiveness on a day-to-day basis through continuous improvement, seeking always to be better at the way the essential work is carried out. As you recognize, this is the traditional way to get things done because it is dependent on the habits and working practices generated by experience.
Projects vary considerably in size and duration. The project provides the organization with an alternative way of achieving results where the work to be done is likely to cross functional boundaries. It involves people in different parts or divisions of an organization, even different sites in the same or different countries. This allows you to use the most appropriate skills, gathered into a co-ordinated work unit to achieve results that would be difficult to accomplish in one department.
The idea is not new, since most large pieces of work such as construction activities have always required a diverse range of particular skills. These skills are not within the capability of one individual. The rapid advance of modern technology has created an enormous group of specialists, each with experience and extensive knowledge needed for the work.
Even the smallest project today may call for this experience and knowledge from technologists, engineers, scientists, finance specialists, marketers, salespeople and others. Your job as the project manager is to obtain the services of these specialists, from wherever they live in the organization, to achieve a successful outcome. The project is a powerful mechanism for achieving that success. The project is therefore something special by its nature and by the fact that it is perceived as being an activity outside normal operations.
A project is therefore a temporary endeavour to achieve some specific objectives in a defined time. Because it is a practical activity carried out beyond normal operations, you will need to use a different approach to the work involved to achieve the desired results. The most unusual element of the project work is the particular effort you must use to manage a team whose membership is subject to continual change. It is difficult enough to build an effective team in a hierarchical structure with dedicated full-time members.
Add the transitory nature of the project team and the job has increased complexity. Each piece is still a large collection of work tasks. When the breakdown of the project shows pieces of work that can be carried out by just one department, function or specific location, it is convenient to create a sub-project. The sub-project has a small team dedicated to the work, with a project leader to manage the team. The subproject is likely to be completed before the whole project is completed and then the resources working on the sub-project are released for other work or another sub-project.
A sub-project may be defined as: a key work element of a project; typically, a collection of closely related key stages with a defined start and stop date, defined objectives and deliverables.
One sub-project may be tightly integrated with other sub-project activities within the project. A sub-project cannot be justified as a stand-alone effort and does not normally produce revenue on a stand-alone basis. Figure 2. Sub-projects provide the organization with an opportunity to train aspiring project managers and learn the essential management skills to become effective. There is often a problem of defining what is a project and what is a subproject.
The characteristics of projects apply to sub-projects. For a consistent approach it is convenient to establish some simple rules to show the key elements of each Table 2.
For example, if you use the definitions given in Table 2. These rules can be extended to include key stages and tasks where required. All organizations today recognize that they operate in an environment of change and must quickly react to forces that affect performance and potential growth. Some of these projects can readily assume a size and duration Table 2.
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The Standard for Portfolio Management – Fourth Edition PMI PMBOK - PDF
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Recommend to a friend. You can choose to create change in your life by taking carefully framed decisions. Originally it was perceived as a management tool, just a convenient way of grouping some projects together so that they all came under the responsibility of one senior manager. If you're a PMP or at least familiar with the content, processes and knowledge areas from the PMBOK version 4, then a lot of this may seem redundant at first glance.
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