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Program Management. Going Beyond Project Management to Enable Value-Driven Change. Edition No. 1

  • Book

  • 336 Pages
  • January 2024
  • John Wiley and Sons Ltd
  • ID: 5864007
Program Management

Unique and adaptable approach to program management, offering key insights needed for professionals and business leaders to drive strategic change

Program Management links business purpose, strategy, program stakeholders, benefits realization, and transformative change-making to provide a uniquely integrated view and use of program management, offering practicing initiative leaders the skills and mindset shifts needed to effectively communicate and champion programs to stakeholders.

The text includes key insights into strategy execution excellence and designing risk-based governance strategies that empower a learning culture within the PMO and across the business, guidance that is customizable to the nature of strategic initiatives and change efforts at the individual and organizational level, and customization that is driven by the emphasis on the potential use of programs and projects as learning labs for different levels of complexity, organizational maturity, and diverse business contexts.

Written by a highly qualified author with more than 30 years of experience in the field, Program Management covers critical topics such as: - Origin of programs, program management definitions and concepts, the role of program manager vs. project manager, and the importance of value focus across the program life cycle. - How leaders need to be agile, navigate political waters, manage incredible complexity, and align diverse stakeholders. - Envisioning a Program Roadmap that fits context and inspires commitment to continuously achieving value. - The culture for change making and the attributes for a healthy “change culture” including the future Power Skills. Also addressing the value proposition of program professionals in the future. - Impact of digitalization and Artificial Intelligence (AI) on the future of programs. - Creating the value-driven way of working and developing the value mindset coupled with the role of benefits management in programs and projects. - The PMO as the learning engine for the enterprise and the changing role of the program offices. - Becoming a Change Scientist, the maturing of value and strategic metrics in programs, and how to achieve the right metrics design and mix.

For program and project managers, practitioners, PMO leaders, students in project and program management courses, and those studying for project and program management certifications, Program Management is an essential mindset, skillset, and toolset for executing a strategic plan and providing synergy, consistency in managing change, and a greater focus on achieving what matters to customers and stakeholders.

Table of Contents

Preface xi

Introduction The Why of Program Management 1

Background 1

Differences Between Programs and Projects 2

Why this Book 6

Approach 7

The Expected Outcomes 7

Section I Governing with Excellence and Achieving Change 9

Section Overview 9

Section Learnings 9

Key Words 9

Introduction 10

Program Management Challenges 10

Types of Projects 11

Program Business Case 11

Scope Creep 11

Organizational Charts 12

Managing Stakeholder Expectations 12

Status Reporting 13

Strategic Alignment 13

Selecting a Methodology 13

Defining Success 14

Chapter 1 Connecting to Purpose and Achieving Change 15

1.1 Programs Matter 15

1.2 Alignment Across Delivery 19

1.3 Speed and Quality of Decisions 26

1.4 The Conductor 29

1.5 Elaborating Through Complexity 32

1.6 Managing Change Matters 36

1.7 Aligning Across Hearts and Minds 39

1.8 Digital Transformation 43

1.9 The Change Maker 47

1.10 Championing Change 49

Chapter 2 Creating Focus 55

2.1 The Program Sponsor 55

2.2 A Critical Partnership 59

2.3 The Stakeholder Link 63

2.4 The Program Charter and Clear Prioritization 67

2.5 Thinking Again for a Change 71

Chapter 3 Driving Integration 75

3.1 The Holistic Leader 75

3.2 The Benefits Focus 79

3.3 Integrating with Empathy 82

3.4 Communicating with the Program Roadmap 84

3.5 Powerful Storytelling 88

Section II Applying Power Skills and Digital Enablers to Create Continual Change 93

Section Overview 93

Section Learnings 93

Key Words 94

Chapter 4 Change Making 95

4.1 The Future of Business 95

4.2 Change Culture 99

4.3 Change Matters 101

4.4 The Inspiring Program Stories 105

4.5 Transformation Qualities 107

Chapter 5 Effective Engaging 111

5.1 Adapting Across the Life Cycle 111

5.2 Program Stakeholders 114

5.3 Engaging Stakeholders 117

5.4 Engagement Strategies for Fit 119

5.5 Sensing and Responding 121

Chapter 6 Power Skills 125

6.1 The Skills Revolution 125

6.2 Not Soft Skills Anymore 129

6.3 The Program Success Link 132

6.4 Power Skills Mastery 135

6.5 The Program Manager Professional 138

Chapter 7 Digitized Future 143

7.1 AI is Here to Stay 143

7.2 The Digital Edge 147

7.3 Managing with Intelligence 150

7.4 Communicating is Human 153

7.5 Achieving Balance 155

Section III The Program Management Office (PMO) - The Strategy Execution Arm 159

Section Overview 159

Section Learnings 159

Key Words 160

Chapter 8 Value- Driven Programs and Hybrid Work 161

8.1 Value- Driven Way of Working 161

8.2 The Value Mindset 164

8.3 Benefits Management Matters 167

8.4 Initiatives Success 169

8.5 Imbedding the Value Focus 171

8.6 The Hybrid Way of Working 174

8.7 Cocreating the Program Approach 177

8.8 Value of Flexible Delivery 179

8.9 Program Life Cycle Choices 182

8.10 Organizing Teams for Fit 184

Chapter 9 Risk- Based Governance 187

9.1 Why Risk- Based Program Governance Matters? 187

9.2 The Cascading Effect of the Risk Appetite 190

9.3 Decision- Making Speed 193

9.4 Integration with Learning 196

9.5 Maturing Program Management Practice 197

Chapter 10 The Learning Engine 205

10.1 The Enterprise Learning Muscles 205

10.2 Developing Role of the PMO 208

10.3 Creating the Learning Culture 210

10.4 Criticality of Cross- Programs Alignment 213

10.5 Guided Continuous Improvement 215

Section IV Organizational Change Management Framework - Transforming Strategy Execution to Realize Program Value 219

Section Overview 219

Section Learnings 219

Key Words 220

Chapter 11 Change Culture 221

11.1 The Features of Change Culture 221

11.2 Change Success Ingredients 223

11.3 Governance Matters 226

11.4 ERM- Based Governance 227

11.5 Supporting Change Success 230

Chapter 12 Sustaining Benefits 233

12.1 Benefits Across the Lifecycle 233

12.2 Resiliency and Benefits 240

12.3 An Ownership Environment Matters 242

12.4 Managing for Trust 244

12.5 Change and Benefits Consistency 246

Chapter 13 Change Scientists 249

13.1 The Change Scientists’ Revolution 250

13.2 The Power Skill for Program Success 251

13.3 The Program Metrics mix 254

13.4 Decision- Making Mastery 256

13.5 The Program Core Team Changes 259

Chapter 14 Adaptable Roadmaps 263

14.1 Value- Based Program Roadmaps 263

14.2 The Adapting Factor 265

14.3 Balancing Governance with Traceability 268

14.4 Cocreated Roadmaps 271

14.5 Diversity Consistency 274

Section V The Path Forward 279

Strategic Opportunities For Program Management 279

Case Study: Nora’s Dilemma 285

Case Study: The Blue Spider Project 287

Case Study: McRoy Aerospace 298

Case Study: The Team Meeting 299

Case Study: The Prima Donna 301

Case Study: Zane Corporation 302

The Project Management Landscape Changes 302

Case Study: The Poor Team Performer 304

Case Study: The Management Control Freak 304

Leading and Sustaining Future Change 306

Index 315

Authors

Al Zeitoun