Project and Program Management

Mitchell L. Springer

Description

Choosing the right people to carry out a project is essential to its success, and when multiple projects are combined into a complex program, the human aspect becomes even more important. Project and Program Management: A Competency-Based Approach, Fifth Edition balances a complete account of the technical aspects of project and program management with a practical approach to understanding and developing the core competencies required to accomplish desired goals. On the technical side, this book is a complete introduction to predicting costs, setting schedules, and assessing risks. On the human side, it sheds new light on how to mold different personality types into a team, how to motivate the team's members, and how to produce extraordinary results. The author details the blocking and tackling of the program management approach, describing the best way to define, organize, and schedule the work to be done, while identifying risks and controlling costs throughout the process.

This fifth edition has been significantly revised, with every chapter updated. The volume considers the magnitude of recent social, political, and technological changes. Included are insights from numerous students who bring to the forefront their current real-world practices from their individual businesses, industries, and disciplines.

List of Illustrations

Preface

Introduction

Chapter 1. Program/Project Management Competencies

Chapter 2. The Importance of Program/Project Management

Chapter 3. Process Management—Evolution and Definition

Chapter 4. Contract Types—What Type of Contract Should I Enter Into?

Chapter 5. The Bidding Process—Obtaining a Price Quote

Chapter 6. Defining the Work to be Performed

Chapter 7. Scheduling and Staffing the Work

Chapter 8. Risk Management—Mitigating the Impact

Chapter 9. Disruptive Technologies—Thinking Outside of the Box

Chapter 10. Cost, Schedule, and Performance Management—A Quantitative Premise

Chapter 11. Multiple Generations in the Workplace—It’s How We Grew Up

Chapter 12. Connecting Generational Cohorts to Associative Thinking

Chapter 13. Leadership and Gender—A Science-Based Understanding

Chapter 14. Motivation and Leadership—Why We Do What We Do

Chapter 15. Organization Design Models—Not Right or Wrong, More or Less Applicable

Chapter 16. Building Teams—Understanding Ourselves and Others through MBTI

Chapter 17. Capitalizing on the Collective Knowledge of the World

Chapter 18. Establishing Program/Project Management as a Discipline

Chapter 19. Managers, Leaders, and Entrepreneurs

Chapter 20. The American Social Economic Context

Chapter 21. Career Development—Models

Chapter 22. Succession Planning—Providing Opportunities for Growth

Chapter 23. The Business Case for Diversity and Inclusivity

Chapter 24. Effective Communication Skills

Chapter 25. Change Management—People, the Hardest Part

Appendix A—Evaluating the Program Plan

Appendix B—Executing the Program Plan

Appendix C—Changes to the Program Plan

Appendix D—Program Planning Master Process Flow

Glossary

Bibliography

Index

Sujets

• Project Management
• Gestion et management
• risk management
• Economics
• Business
• PMP

Informations

• Publié par: Purdue University Press
• Date de parution: 15 mars 2023
• Nombre de lectures: 0
• EAN13: 9781612498515
• Langue: English
• Poids de l'ouvrage: 36 Mo

Extrait

Project and Program ManagementProject and Program Management
A Competency-Based Approach,
Fifth Edition
By Mitchell L. Springer
Purdue University Press, West Lafayette, IndianaCopyright 2023 by Purdue University. All rights reserved.
Printed in the United States of America.
Cataloging-in-Publication Data is available at the Library of Congress.
978-1-61249-850-8 (hardcover)
978-1-61249-851-5 (epdf)About the Author
Dr. Mitchell L. Springer, PMP, SPHR, SHRM-SCP
Dr. Springer has extensive theoretical and practical experience
based in the defense industry and subsequently higher education
spanning four disciplines: software engineering, systems
engineering, program management, and human resources.
Dr. Springer possesses a signifcant strength in pattern
recognition, analyzing and improving organizational systems,
with expertise in program/project management, organizational
restructuring, change management, negotiation, and mediation
processes.
Dr. Springer is internationally recognized. He has
contributed to scholarship more than 400 books, articles, presentations,
editorials, and reviews on software development methodologies,
program/project management, organizational restructuring, and
change management.
Dr. Springer is the recipient of numerous awards and
recognitions, including local, regional, and national recognitions for
leadership in diversity, equity, and inclusion (DEI), with over
100 attendant contributions to DEI scholarship.
Dr. Springer is the past president of the Indiana Council for
Continuing Education as well as the past chair of the Continuing
Professional Development Division of the American Society for
Engineering Education (ASEE). Dr. Springer serves as a division delegate to the ASEE Commission on
DEI. He sits on university and community boards and advisory committees.
Dr. Springer received his Bachelor of Science in computer science from Purdue University, his MBA
and doctorate in adult and community education with a cognate in executive development from Ball State
University. He is certifed as a Project Management Professional (PMP), Senior Professional in Human
Resources (SPHR), SHRM Senior Certifed Professional (SCP), in Alternate Dispute Resolution (ADR),
and in civil and domestic mediation. Dr. Springer is a State of Indiana Registered domestic mediator and
member of the Indiana Association of Mediators.Contents
List of Illustrations xiii
Preface xxi
Introduction1
Chapter 1. Program/Project Management Competencies 7
Student PM Competency Model Paper Guidelines 9
Chapter 2. The Importance of Program/Project Management 13
Chapter 3. Process Management—Evolution and Defnition 21
Historical Orientation 21
General Program Planning Models 27
Integrated Linear Models versus Integrated Nonlinear Models 28
Evaluation Methodologies and Accountability 29
Composition of a Planning Process 30
Chapter 4. Contract Types—What Type of Contract Should I Enter Into? 33
Factors in Selecting a Contract Type 34
Fixed Price Contracts 35
Cost Reimbursement Contracts 37
Time and Materials Contracts 39
Labor Hour Contracts 39
Letter Contracts 40
Exercises 40
Chapter 5. The Bidding Process—Obtaining a Price Quote 43
Bid Organization45
Responsibility Assignment Matrix 47
Before the Request for Proposal 47
On Receipt of the Request for Proposal 47
Proposal Generation Process 50
Review and Approval Process 50
Submittal Process 52
Post-Submittal Process 52
Post-Decision Process 53
Statement of Work 54
Technical Specifcation 55
Work Breakdown Structure 56
Classes of Estimates 56
Chapter 6. Defning the Work to be Performed 59
A Shortened Perspective 59
A More Detailed Perspective 67Chapter 7. Scheduling and Staffng the Work 79
Types of Schedules 79
Network Approaches 84
Closing Thoughts on Developing a Network Diagram 89
Master Schedule 90
Intermediate Schedule 90
Detailed Schedules 91
Human Resource Plan 92
A More Detailed Perspective 93
Chapter 8. Risk Management—Mitigating the Impact 105
Risk Planning 106
Risk Assessment 107
Risk Analysis 109
Risk Handling 112
Chapter 9. Disruptive Technologies—Thinking Outside of the Box 115
Chapter 10. Cost, Schedule, and Performance Management—
A Quantitative Premise 123
Defning the Initial Budget 123
Determining How We Are Performing against the Initial Budget 124
Keeping Track of Actual Costs 125
Getting Back on Schedule and Within Cost 126
A More Detailed Perspective 127
Course Project Details and Examples 143
Chapter 11. Multiple Generations in the Workplace—
It’s How We Grew Up 149
Late Adulthood Gerontological Life Phase (60+) 153
Middle Adulthood Gerontological Life Phase (40–60) 155
Early Adulthood Gerontological Life Phase (20–40) 156
Adolescence Gerontological Life Phase (10–20) 157
Cohort Group (Veterans) 157
Cohort Group (Boomers) 162
Cohort Group (Generation Xers) 168
Cohort Group (Gen Y; Nexters; Millennials) 173
Cohort Group (Gen Z; 2019 Perspective) 178
Concluding Remarks on the Nurture Side 184
The New Next Professional Working Adult Learner
(An Application of Collective Thought, 2019 Perspective) 185
Who Are the Students? 186
Why Are College Costs So High? 187
Moving Back Home and Its Implications 190
Postponing Marriage and Children 191
Postponing the Purchasing of Material Possessions 195
Concluding Thoughts 196
Chapter 12. Connecting Generational Cohorts to Associative Thinking 197
Understanding the Breadth and Depth of a Discipline 197
“Seeing” across Disciplines 197
Practical Experience and Ability to Recognize the Bigger Picture 198Ability to Recognize Cultural Realities 198
Understanding of Current Technologies 198
Unbounded by Hierarchical Pressures 199
Propensity for “Just Trying It” 199
Chapter 13. Leadership and Gender—A Science-Based Understanding 201
Differences in Neural Blood Flow Patterns 203
Differences in Structures of the Brain 204
Differences in Brain Chemistry 205
Leadership—Interpersonal Relationships 205
Leadership—Management Styles 206
Leadership—Things We Might See 206
Leadership—In Meetings 206
Chapter 14. Motivation and Leadership—Why We Do What We Do 209
Need Theories 209
Goal-Setting Theory 211
Reinforcement 212
Equity Theory 212
Expectancy Theory 212
Chapter 15. Organization Design Models—
Not Right or Wrong, More or Less Applicable 215
Traditional 215
Product217
Matrix218
Project Management 220
Criteria for Selecting an Organizational Structure 221
Summary Remarks221
A Return-on-Investment Force Multiplier of an Entrepreneurial
Administrative Organization for Professional Studies
(An Application of Collective Thought) 222
An After-Action Review—Creating a Matrix Organizational
Design Model for Online Education (An Application of
Collective Thoughts) 229
Creating a Matrix Organizational Design Model 232
Historical Natural Evolution of Thought of a First of its
Kind Online Doctor of Technology Degree Program
(An Application of Collective Thought) 237
Chapter 16. Building Teams—
Understanding Ourselves and Others through MBTI 253
Sensing (S) and Intuition (N) 253
Thinking (T) and Feeling (F) 254
Extraversion (E) and Introversion (I) 254
Judging (J) and Perceiving (P) 255
Type Combinations 255
Type and Organizational Change 255
Type Dynamics 256
Summary Thoughts by Type 257Chapter 17. Capitalizing on the Collective Knowledge of the World 261
Availability of Skilled Labor 261
Skilled Labor Shortage Forecasts 262
Aging World Population 263
Retirement and the Working Senior Population 268
Science and Engineering Demographics 275
International Impact 279
Growing World Population 284
World’s Education 285
Outsourcing of Goods and Services 295
Concluding Thoughts on the International Impact 301
Innovation, Technology, and the Systems Integrator 301
Understanding Technology as a Discipline 303
Integrating Intersectional Ideas 310
Creating an Integrative Mind-set 311
Systems Engineering—
The Cross-Discipline Eclectic Nature of Knowledge 312
Diversify Our Knowledge through Multiple Job Experiences 313
Summary Thoughts 314
Technology from a Worldwide Perspective 315
The Bio-Economy—A Truly Worldwide Experience 316
Dwindling Graduate Student Enrollments
in Distance-Based Programs (An Example) 322
Conclusion 335
Chapter 18. Establishing Program/Project Management as a Discipline 337
Chapter 19. Managers, Leaders, and Entrepreneurs 347
Defning Management347
Management Functions348
Management Roles349
Management Skills 350
Leaders 351
Theories of Leadership 351
Power354
Military Leadership Fundamentals 355
Entrepreneurs357
Ethics at All Levels 359
Concluding Thoughts 360
Chapter 20. The American Social Economic Context 361
Prior to 1920 363
1920 to 1945 370
1945 to 1960 372
1960 to 1980 376
1980 to Present 378
Chapter 21. Career Development—Models 381
Moving Forward—The Four Questions 385
Educational Requirements of Engineering and Technology
Professional Working Adult Learners (Real-Life Example) 397
Mapping Employee Training and Development to Market
Requirements: Using a Corporate Market-Based Approach 404Chapter 22. Succession Planning—Providing Opportunities for Growth 407
Why is Succession Planning Important? 407
Who is Succession Planning For? 408
Activities of Effective Succession Planning 408
What Do We Do When a Position Vacates? 408
Things to Remember 410
Who is Responsible? 410
Chapter 23. The Business Case for Diversity and Inclusivity 411
Business Case for Diversity and Inclusivity: It’s All about Growth 415
Millennials Usher in Minority Majority 417
The Millennial View of Diversity and Inclusivity 419
Coercion, Groupthink, Bias, and Inherent Discrimination—
(An Application of Collective Thought) 422
The Need to Survive and Reproduce 422
Reexamining our Subconscious and Unconscious Mind 426
We Are More Alike Than Different—Genomically Speaking 427
Changing U.S. Age, Racial and Ethnic Demographics and Their
Impact on Higher Education (An Application of
Collective Thought) 427
Gen Y (Millennials) and Gen Z Cultural Cohort Demographics:
Social, Political and Economic Perspectives and I