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| Introduction |
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| About the book |
As a program manager, you are first and foremost a leader--one who must create, manage, and continually improve a culture that ensures the success of your project managers. Establishing and maintaining processes that greatly reduce the chances of project failure is paramount to achieving the competitive edge your company seeks. The Handbook of Program Management gives program managers at all levels the techniques to put such processes in place as well as consistently integrate new technology and new people into these processes, thus producing superior products and services. Dr. James Brown, an internationally recognized authority in program and project management, explains how to strike a crucial balance between operations and project implementations-the precise point where you must nurture repeatable success. Outlining the differences between the roles of program and project managers, Dr. Brown provides proven principles for establishing a successful program management culture that is supported by enthusiastic personnel and stakeholders. He shows you how to develop the attributes of an effective program manager, from having a vision and strategy for long-term improvement to assessing people and building relationships to analyzing a myriad of means for accomplishing program objectives. You'll see how to
You'll also learn the keys to proper portfolio management and how to capitalize on positive program outcomes. Nowhere else will you find such comprehensive, authoritative information on meeting the new standards of program management--Dr. Brown's The Handbook of Project Management is the definitive resource. |
| About the authors |
James T. Brown, PhD, PE, PMP, is the President and CEO of SEBA? Solutions, Inc. Personnel from companies such as American Express, Siemens, IBM, PepsiCo, and FedEx have attended Dr. Brown?s training classes. Dr. Brown has 16 years of experience with NASA, including hands-on experience as a project manager and an executive-level leader. He has received numerous awards for his project management contributions, including the NASA Public Service Medal and Engineer of the Year from the Cape Canaveral Technical Society. |
| Table of contents |
Acknowledgements Introduction Chapter One: Chaos to Clarity Chapter Two: Attributes of the Effective Program Manager Chapter Three: Stakeholder Management Chapter Four: Program Process Strategy Chapter Five: Program Execution Processes Chapter Six: Team Building at the Program Level Chapter Seven: Program Communication Processes Chapter Eight: Program Risk Management Chapter Nine: Portfolio Management Essentials Chapter Ten: Positive Program Outcomes Index About the Author |
