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Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy
- By Gary Lister
- Published Nov 12, 2014 by Pearson FT Press.
Book
- Sorry, this book is no longer in print.
About
Features
The definitive practical guide to successfully managing projects, programs, and portfolios in any environment
- Organize projects, programs, and portfolios to systematically maximize their business value
- Develop and implement a successful Project Management Office (PMO)
- Integrate business functions that must work together for projects to succeed
Description
- Copyright 2015
- Dimensions: 6" x 9"
- Edition: 1st
- Book
- ISBN-10: 0-13-383974-5
- ISBN-13: 978-0-13-383974-6
Learn powerful techniques for successfully managing modern projects, programs, and portfolios in any environment, no matter how complex. Mastering Project, Program, and Portfolio Management addresses several make-or-break issues associated with successful project management: organizational structure, linkages between project management and operations, and definitions and interrelationships amongst projects, programs and portfolios. Unlike other books, which address these issues only in passing, this book drills down to offer practical, real-world concepts, in-the-trenches insights, and proven applications. You'll learn how to:
- Plan projects and strategies to reflect your organization's needs and structures
- Develop and implement a successful Project Management Office (PMO)
- Organize projects, programs, and portfolios
- Systematically maximize the business value of project management
This book is part of a new series of six cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome. Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, as well as indispensable knowledge for anyone pursuing PMI/PMBOK certification or other accreditation in the field.
Sample Content
Online Sample Chapter
Project Management Roots and Understanding the PMBOK Guide
Sample Pages
Download the sample pages (includes Chapter 1 and Index)
Table of Contents
Preface xvi
Chapter 1: Project Management Roots and Understanding the PMBOK Guide 1
Introduction 1
Learning Objectives 2
Why Are Projects Important? 3
Common Causes of Project Failure 4
Who Are Project Managers? 6
Project Management Roots 8
Key Concepts of Project Management 9
The PMBOK Guide—the Standard 9
The PMBOK Guide’s 5 Project Management Process Groups 11
The PMBOK Guide’s 10 Knowledge Areas 12
The PMBOK Guide’s 47 Project Management Processes (in Process Group then Knowledge Area Order) 12
How to Use the PMBOK Guide 15
Where the Activity Occurs 18
Project Management Issues Not Addressed by the PMBOK Guide 23
Emerging Issues Likely to Be Addressed in Future Editions 26
Common Project Management Methodologies 27
Summary 35
Key Terms You Should Know 35
Discussion Questions 36
Exercises 38
Final Points 38
Chapter 2: What Is a Project? 41
Introduction 41
Learning Objectives 42
PMBOK Guide Concepts Covered in this Chapter 42
What Projects Are Not 42
What Are Projects? 43
The Project Triangle 47
Projects Often Present Special Challenges and Opportunities 48
What Are Ongoing Operations? 49
Where Do Projects Come From? 50
There Are Valuable Lessons in Project Management History 50
How Projects Differ from Programs and Portfolios 50
The Manager 51
PMI Certifications 52
Summary 57
Processes and Procedures 58
Key Terms You Should Know 59
Discussion Questions 60
Exercises 64
Final Points 65
Chapter 3: Operations Management and Project Management 67
Introduction 67
Learning Objectives 67
What Is Operations Management 68
What Are Goods and Services? 70
Where Operations Management and Project Management Differ 75
What the