Program management of technology endeavours : lateral thinking in large scale government program management / Ali M. Al Khouri
- Al-Khouri, Ali M.
- Houndmills, Basingstoke Hampshire ; New York, NY : Palgrave Macmillan, 2015.
- Physical Description:
- xix, 298 pages : illustrations ; 23 cm
- 1. Introduction -- Introduction to this book -- Objective -- What are portfolios, programs, and projects? -- The importance of portfolio, program, and project management -- Program and project management practices -- Government vs. enterprise -- Project management standards for government technology endeavours -- Definition and classification of programs and projects: small, medium, and large -- The structure of this book -- Conclusion -- 2. Project management philosopy -- Project management overview -- Research in project management -- Typical project life cycle -- The life of a project manager -- What is a project management office? -- Project interdependencies -- Alignment of projects within overall program benefits -- 3. Program management philosophy and the importance of a PgMO -- Program management overview and common misconceptions -- Program manager's role and attributes -- Research in program management -- Program strategy alignment -- Program benefits and business value management -- Program stakeholder engagement -- Program governance -- Typical program life cycle -- Common program management challenges and means to overcome them -- Importance of the program management office -- Program monitoring and control -- How do PgMOs succeed? -- 4. Overview of various project and program management standards -- The project management methodology -- the standards jungle -- Handshake between SDLC and project management for technology projects -- Overview of PMBOK, PRINCE2, ISO10006, and ISO21500 -- Comparison among various project management methodologies and standards -- Overview of various program management standards/frameworks -- Why do large projects fail? -- Case studies of a few failed large projects -- What can make large projects succeed? Lessons from failures -- Remarkable success stories of large projects -- From project management stepping towards project leadership -- Why new standards for program and project management? -- PROMOTE -- 5. Program and project management of technology endeavours -- PROMOTE methodology overview -- Reference frameworks -- Philosophy -- PROMOTE and its theoretical foundations -- Key principles of PROMOTE -- PROMOTE and stakeholders' satisfaction -- PROMOTE and the danger zone: people, process, and technology -- Working assumptions -- PROMOTE design model -- Techniques and tools -- Inputs -- Scope -- Outputs -- Practice -- Testing the methodology -- The roles of program manager and project manager in PROMOTE -- 6. PROMOTE processes -- Design and structure -- Senior management responsibility and support -- Project management life cycle -- Project management organisation -- Project planning, monitoring, and control -- Performance management -- Quality management -- Risk management -- Customer/stakeholder focus and management -- Team management -- Consulting companies/ contractor/ vendor/ supplier management -- Contract management -- Issue management -- Scope management -- Change management -- Communications managements -- Conflict management -- Delivery management -- Training and knowledge management -- 7. Program reporting and controls -- Program controls -- the key to a successful program execution -- Establishing the environment for successful control of large government programs -- Program and project dashboards -- Various program controls -- Program benefits realisation -- Program closure -- Perceived limitiations of PROMOTE and future recommendations -- 8. PROMOTE case study -- Introdution -- National ID projects and the UAE experience -- Identification of project director -- Project management office -- Project management -- Neutral mentor -- Planning, communicating, and performance management -- Learning lessons and transfer of knowledge -- Critical success factors -- Registration process -- Supplier relationship management -- Risk management -- Quality management process -- Communications management -- Scope change management -- 9. Conclusion -- Managing a project -- Need for project management -- PROMOTE.
- 9781137509512 (hardback)
- Bibliography Note:
- Includes bibliographical references (pages 279-288) and index.
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