Managing complex projects and programs how to improve leadership of complex initiatives using a third-generation approach
Manage projects and programs with an innovative new framework that rethinks complex endeavors Despite being a major process in PMI's A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and having its own standard document and certificate designation based on successful experienc...
| Other Authors: | |
|---|---|
| Format: | eBook |
| Language: | Inglés |
| Published: |
Hoboken, New Jersey :
Wiley
2014.
|
| Edition: | 1st ed |
| Subjects: | |
| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849100306719 |
Table of Contents:
- Managing Complex Projects and Programs: How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach; Copyright; Contents; Preface; Acknowledgments; Part 1: Professional Project and Program Management-Yesterday and Today; Chapter 1: The Exhilaration and Exasperation of Project and Program Leadership; Leading Projects and Programs; Chapter 2: The Emergence of Project Management: First-Generation Programmatics; Project Management's Beginnings; Project Management Processes; A Growing and Challenging Profession; Organizational Responses
- Chapter 3: The Evolution of Project Management: Second-Generation ProgrammaticsPhase-Gate Approaches; Circumstance-Specific Approaches; Current Perspectives and Needs; An Identity Crisis; A Time for Action; Chapter 4: Rethinking the Roles and Responsibilities of Project Management Professionals; The Exasperados; Programmaticists and the Management of Complexity; A New Credo; Understanding Project and Program Complexity; Operational Uncertainty and Complexity; Outcome Uncertainty and Complexity; Stakeholder Uncertainty and Complexity; Environmental Uncertainty and Complexity
- Organizational Uncertainty and ComplexityReactions to the Complexity Framework; Use of the Complexity Framework; Chapter 5: Stakeholder Views about the Roles and Responsibilities of Programmaticists; Diversity of Views; Three Conceptions of a Programmaticist's Role; The Traditionalist Perspective; The Operationalist Perspective; The Inclusivist Perspective; Adoption and Value; The Need for Different Kinds of Programmaticists; Chapter 6: Modern Problems with Traditional Management Models; The Two-Party Fully Governed Project Oversight Model; Limitations of the Model
- Problems with Background DocumentsProblems with Operational Decision Making; Problems with Strategic Decision Making; Unsatisfied Needs for Expertise; A Search for Solutions; Chapter 7: Adaptations of the Traditional Two-Party Fully Governed Project Oversight Model; Stakeholder Stories; Organizational Growth; The Benefits of Growth; Responding to Growth-Related Challenges; Operational, Technical, and Strategic Review Committees; The Unintended Consequences of Review Committees; Impact on Decision Making and Programmatic Complexity; Portfolio Expansion
- The Benefits of Pursuing Larger Numbers of ProjectsResponding to Portfolio-Related Challenges; Mixed-Function Review and Governance Committees; Business Governance Committees; More Unintended Consequences; Increased Project Size, Uncertainty, and Complexity; The Benefits of Large and Uncertain Projects; Establishment of Within-Project Infrastructure; The Unintended Consequences of Within-Project Infrastructure; The Establishment of Specialty Review and Governance Committees; The Unintended Consequences of Specialty Review and Governance Committees; Challenges Ahead; Chapter 8: Moving Forward
- Other Approaches
