Project and program management : a competency-based approach / by Mitchell L. Springer.

Choosing the right people to carry out a project is essential to its success. When multiple projects are combined into a complex program, the human aspect becomes even more important. This book is the first to truly balance a complete account of the technical aspects of project and program managemen...

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Bibliographic Details
Main Author:	Springer, Mitchell L., 1959- (Author)
Format:	eBook
Language:	English
Published:	West Lafayette, Indiana : Purdue University Press, ©2019.
Edition:	Fourth edition.
Subjects:	Project management. BUSINESS & ECONOMICS > Industrial Management. BUSINESS & ECONOMICS > Management. BUSINESS & ECONOMICS > Management Science. BUSINESS & ECONOMICS > Organizational Behavior. BUSINESS & ECONOMICS > Project Management. Project management
Online Access:	Click for online access

Table of Contents:

Cover
Copyright
About the Author
Contents
List of Illustrations
Preface
Introduction
Chapter 1: Program/Project Management Competencies
Student PM Competency Model Paper Guidelines
Chapter 2: The Importance of Program/Project Management
Chapter 3: Process Management-Evolution and Definition
Historical Orientation
General Program Planning Models
Integrated Linear Models versus Integrated Nonlinear Models
Evaluation Methodologies and Accountability
Composition of a Planning Process
Chapter 4: Contract Types-What Type of Contract Should I Enter Into?
Factors in Selecting a Contract Type
Fixed Price Contracts
Cost Reimbursement Contracts
Time and Materials Contracts
Labor Hour Contracts
Letter Contracts
Exercises
Chapter 5: The Bidding Process-Obtaining a Price Quote
Bid Organization
Responsibility Assignment Matrix
Before the Request for Proposal
On Receipt of the Request for Proposal
Proposal Generation Process
Review and Approval Process
Submittal Process
Post-Submittal Process
Post-Decision Process
Statement of Work
Technical Specification
Work Breakdown Structure
Classes of Estimates
Chapter 6: Defining the Work to be Performed
A Shortened Perspective
A More Detailed Perspective
Chapter 7: Scheduling and Staffing the Work
Types of Schedules
Network Approaches
Closing Thoughts on Developing a Network Diagram
Master Schedule
Intermediate Schedule
Detailed Schedules
Human Resource Plan
A More Detailed Perspective
Chapter 8: Risk Management-Mitigating the Impact
Risk Planning
Risk Assessment
Risk Analysis
Risk Handling
Chapter 9: Disruptive Technologies-Thinking Outside of the Box
Chapter 10: Cost, Schedule, and Performance Management-A Quantitative Premise.
Defining the Initial Budget
Determining How We Are Performing against the Initial Budget
Keeping Track of Actual Costs
Getting Back on Schedule and Within Cost
A More Detailed Perspective
Course Project Details and Examples
Chapter 11: Multiple Generations in the Workplace-It's How We Grew Up
Late Adulthood Gerontological Life Phase (60+)
Middle Adulthood Gerontological Life Phase (40-60)
Early Adulthood Gerontological Life Phase (20-40)
Adolescence Gerontological Life Phase (10-20)
Cohort Group (Veterans)
Cohort Group (Boomers)
Cohort Group (Generation Xers)
Cohort Group (Gen Y
Nexters
Millennials)
The New Next Professional Working Adult Learner (2019 Perspective)
Who Are the Students?
Why Are College Costs So High?
Moving Back Home and Its Implications
Postponing Marriage and Children
Postponing the Purchasing of Material Possessions
Concluding Thoughts
Cohort Group (Gen Z
iGen)
Concluding Remarks on the Nurture Side
Chapter 12: Connecting Generational Cohorts to Associative Thinking
Understanding the Breadth and Depth of a Discipline
"Seeing" across Disciplines
Practical Experience and Ability to Recognize the Bigger Picture
Ability to Recognize Cultural Realities
Understanding of Current Technologies
Unbounded by Hierarchical Pressures
Propensity for "Just Trying It"
Chapter 13: Leadership and Gender-A Science-Based Understanding
Differences in Neural Blood Flow Patterns
Differences in Structures of the Brain
Differences in Brain Chemistry
Leadership-Interpersonal Relationships
Leadership-Management Styles
Leadership-Things We Might See
Leadership-In Meetings
Chapter 14: Motivation and Leadership-Why We Do What We Do
Need Theories
Goal-Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory.
Chapter 15: Organization Design Models-Not Right or Wrong, More or Less Applicable
Traditional
Product
Matrix
Project Management
Criteria for Selecting an Organizational Structure
Summary Remarks
Chapter 16: Building Teams-Understanding Ourselves and Others through MBTI
Sensing (S) and Intuition (N)
Thinking (T) and Feeling (F)
Extraversion (E) and Introversion (I)
Judging (J) and Perceiving (P)
Type Combinations
Type and Organizational Change
Type Dynamics
Summary Thoughts by Type
Chapter 17: Capitalizing on the Collective Knowledge of the World
Availability of Skilled Labor
Skilled Labor Shortage Forecasts
Aging World Population
Retirement and the Working Senior Population
Science and Engineering Demographics
International Impact
Growing World Population
World's Education
Outsourcing of Goods and Services
Concluding Thoughts on the International Impact
Innovation, Technology, and the Systems Integrator
Understanding Technology as a Discipline
Integrating Intersectional Ideas
Creating an Integrative Mind-set
Systems Engineering-The Cross-Discipline Eclectic Nature of Knowledge
Diversify Our Knowledge through Multiple Job Experiences
Summary Thoughts
Technology from a Worldwide Perspective
The Bio-Economy-A Truly Worldwide Experience
Dwindling Graduate Student Enrollments in Distance-Based Programs (An Example)
Chapter 18: Establishing Program/Project Management as a Discipline
Chapter 19: Managers, Leaders, and Entrepreneurs
Defining Management
Management Functions
Management Roles
Management Skills
Leaders
Theories of Leadership
Power
Military Leadership Fundamentals
Entrepreneurs
Ethics at All Levels
Concluding Thoughts
Chapter 20: The American Social Economic Context
Prior to 1920.
1920 to 1945
1945 to 1960
1960 to 1980
1980 to Present
Chapter 21: Career Development-Models
Moving Forward-The Four Questions
Educational Requirements of Engineering and Technology Professional Working Adult Learners (Real-Life Example)
Mapping Employee Training and Development to Market Requirements: Using a Corporate Market-Based Approach
Chapter 22: Succession Planning-Providing Opportunities for Growth
Why Is Succession Planning Important?
Who Is Succession Planning For?
Activities of Effective Succession Planning
What Do We Do When a Position Vacates?
Things to Remember
Who Is Responsible?
Chapter 23: The Business Case for Diversity and Inclusivity
Business Case for Diversity and Inclusivity: It's All About Growth
Millennials Usher in Minority Majority
The Millennial View of Diversity and Inclusivity
Coercion, Groupthink, Bias, and Inherent Discrimination
The Need to Survive and Reproduce
Reexamining Our Subconscious and Unconscious Mind
We Are More Alike Than Different-Genomically Speaking
Chapter 24: Effective Communication Skills
Encoding and Decoding Skills
Basic Rules for Addressing an Audience
Questions After the Presentation
Nonverbal Communication Skills
Listening Skills
Reading Skills
Skipping Judiciously
Communication Barriers
Organizational Communication
Conducting an Effective Meeting
Chapter 25: Change Management-People, the Hardest Part
Why Change Fails: Organizational Development-The Context of Change
Models of Change Management
Activities or Phases of the Change Management Process
Why Change Fails
Trust Through Character, Communication, and Capability
Managing Our Own Personal Change
Running the Academy as a Business (An Example).
The Synergistic Implications of Personal Ownership (A Comprehensive Example)
Creating Pride in Individual Efforts
How to Create Vision through Market-Based Analysis
Ownership Can Create Motivation
Fear Can Equally Stifle Action
Motivation is Hampered Through Entitlement
Closing Thoughts
Appendix A: Evaluating the Program Plan
Committee of Stakeholders
Primary Activities
Interviewing Program Participants
Outcome-Based Evaluation Methodology
Summary of Outcome-Based Evaluation Data Analysis Method
Appendix B: Executing the Program Plan
Appendix C: Changes to the Program Plan
Recognizing Changes
What Is a Change?
What Determines How a Contract Is Changed?
How Do Contractual Relationships Affect Changes?
Why Are Government Contract Changes Unique?
Why Do Changes Occur?
When Are Changes Likely to Occur?
What Are the Elements of a Change?
Common Names Given to Changes
What Types of Change Orders Can Occur?
Who Has the Authority to Order Changes?
When Can Changes Be Ordered?
What Changes Can Be Ordered?
What Response Does a Change Order Require?
When Is Changed Work Performed?
Appendix D: Program Planning Master Process Flow
Establish Planning Organization
Establish Program Management Library
Generate Requirements Database
Generate Master Program Schedule
Generate Preliminary Extended CWBS and Dictionary
Generate Preliminary Responsibility Assignment Matrix
Generate Intermediate Schedules
Generate Preliminary Detailed Schedules
Generate Human Resource Plan
Establish Program Organization
Post-Contract Award
Glossary
Bibliography
Index.

Project and program management : a competency-based approach / by Mitchell L. Springer.

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