Program Management: A Life Cycle Approach

Program management is a rapidly emerging offshoot of project management. So much so that AT&T, IBM, and other organizations, both large and small in all sectors, have initiated a push to certify program managers. And, although universities offer courses in program management, there are few books available to guide program managers through this field that requires a broad level of knowledge and experience.

The definitive reference on program management, Program Management: A Life Cycle Approach provides this much needed guidance. Edited by Dr. Ginger Levin, the second person to become a PMI^® certified program manager (PgMP^®), this handbook presents a cohesive compilation of program management knowledge from more than 20 certified PgMPs. It considers the entire program life cycle and its phases—from initiation to sustainability.

Each chapter is written by an experienced PgMP from a wide range of industries and countries. Combining the rigor of an academic reference with easy-to-read language, the book covers the themes in the PMI Standard for Program Management and ties them to program managers’ work. The chapters reference PMI’s standards, complement the concepts in the standards, and expand on the concepts and issues that the standard mentions in passing. The book also addresses a few issues that the standard does not touch on at all.

The book can be read in its entirety, or specific chapters of interest can be read separately. Overall, the book provides practitioners with a reliable source of information on the key themes and issues in program management. It is useful for individuals desiring to attain the PgMP credential and suitable for colleges and universities offering courses in program management.

Table of Contents

Chapter 1 – Achieving Business Advantages through Program Management
Chapter 2 – Strategic Planning and Program Management: Implementing an Organizational Strategic Vision through a Disciplined Program Management Approach
Chapter 3 – Change Management: The Good, the Bad and the Ugly
Chapter 4 – Communication, Complexity Theory, and Programs
Chapter 5 – Program Initiation
Chapter 6 – Benefits Management
Chapter 7 – The Earned Benefit Method for Controlling Program Performance
Chapter 8 – Demystifying Stakeholder Management: The Science and the Art
Chapter 9 – Closing the Expectations Gap: Setting and Managing Expectations
Chapter 10 – Communication and Its Power at the Program Level: Managing Power Brokers with Effective Communication
Chapter 11 – Program Governance: Toward a Conceptual Framework
Chapter 12 – Decision Gate Discipline for Programs
Chapter 13 – Mobilizing the Organization: The Discipline of Execution
Chapter 14 – The Program Management Office (PgMO)
Chapter 15 – Program Management Office: Role and Challenges
Chapter 16 – Program Risk Management
Chapter 17 – Program Manager Competencies
Chapter 18 – Information Structuring “Methodology”: Tools and Techniques for Effective Program Management
Chapter 19 – The Influence of Consortiums in Developing and Developed Countries
Chapter 20 – The Increasing Importance of Social and Business Media in Program Management
Chapter 21 – Portfolio, Program, and Project Management as Enablers of Innovation
Chapter 22 – Organizational Maturity: Managing Programs Better
Chapter 23 – Sustainability Program Management