How To Manage Complex Programs

To see a program successfully through to completion, a program manager must break the work down into simpler, smaller pieces and organize it into interdependent tasks…and this book helps you do just that. Projects require managers, but programs warrant maestros. Tasked with overseeing multiple project teams and thousands of activities, program managers have one of the most challenging jobs in the market. Too many overburdened managers are leaving otherwise great jobs, even the field entirely, because they haven’t equipped themselves with the right tools in hand to take on this complex but fulfilling job. Complete with diagrams, graphs, and real-life examples, How to Manage Complex Programs explains the ins and outs of program management and provides concrete and effective techniques for structuring deliverables, workflow, and staffing. You will learn to: Decompose complex deliverables into manageable chunks Develop coherent plans for component projects Handle cross-project dependencies Organize program staff and project leaders into a high-performing team Yes, program management is challenging but the most rewarding jobs always are. Don’t let yourself become overburdened and tempted to leave a field in high demand of hard workers such as yourself. These proven strategies are the key to finding both relief and success!

The application of project management techniques is considered standard practice in today's business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies. Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including: Dealing with multiple virtual teams located around the world Working with partners and stakeholders that may have limited project management tools and experience Adjusting to long-term projects in which the stakeholders may change Managing projects where stated goals and objectives differ among stakeholders This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on interpersonal communication. Managing Complex Projects serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.

Complexity theory is a great, untapped resource in the field of management. Experts agree that it can be a powerful tool for managing complex and virtual programs, but there is little material available to guide program managers on how to use complexity theory to communicate and lead effectively. Filling this void, Successful Program Management: Complexity Theory, Communication, and Leadership identifies the best leadership types for complex program environments. It goes beyond what is currently available in program management standards to outline powerful solutions to the macro and micro program issues facing program managers. Using language that is easy to understand, the book describes practical complexity theory techniques for establishing clear and effective communications in a virtual environment. It explains what it takes to communicate strategically to all parties involved and addresses the communication issues common to most programs, including stakeholder communication, project team communication, and shareholder communication. The information presented in this book is supported by peer review research. Each section includes a case study, section quiz, and discussion questions to reinforce learning. The book includes numerous tools, templates, and techniques that can be helpful to the seasoned program manager as well as program managers who are leading for the first time. Clarifying the nuances of complexity theory, the text will help you focus your strategic energies on the right things and arm you and your team with the skills, tools, and techniques needed to succeed in today’s program environment.

"Manage projects and programs with an innovative new framework that rethinks complex endeavorsDespite being a major process in PMI's body of knowledge and having its own standard document and certificate designation based on successful experience and passing of an exam, program and project management remains one of the most difficult concepts to master successfully in today's increasingly complex and ever-evolving global business environment. Third Generation Programmatics walks readers through where program management began, through current cutting-edge concepts, such as agile and extreme project management, and, finally, to a new set of guidelines that will allow the successful integration of programs and projects into the strategic direction of an organization.Presented through insightful vignettes and real-world case studies, the information provided in Third Generation Programmatics is essential reading not only for program and project managers in the trenches, but also for managers and executives who need to ensure the true integration of these processes into their overall business strategy. Focuses on aligning projects and programs within the complex environments of today's business models Presents a framework for best practices based on successes and failures in real-world cases Progresses from original project management frameworks through current initiatives Builds a new map for successful project and program management If you're a program or project manager, a general business manager, or a candidate for the PgMP exam, Third Generation Programmatics offers the latest, most inventive framework for ensuring the success of your organization's strategic goals"--

For organizations to thrive, indeed to survive, in today's global economy, we must find ways to dramatically improve the performance of large-scale projects. Applying the concepts of complexity theory can complement conventional project management approaches and enable us to adapt to the unrelenting change that we ignore at our own peril. Managing Complex Projects: A New Model offers an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of complexity thinking will enable project managers and leadership teams to manage large-scale initiatives successfully. • Explore how complexity thinking can be used to find new, creative ways to think about and manage projects • Diagnose complexity on a wide range of projects — from small, independent, short projects to highly complex, longer projects • Understand and manage the complexity of the business problem, opportunity, solution, and other dimensions that come into play when managing large-scale efforts Use the Project Complexity Model to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.

To many program, project, or construction managers, a complex project seems to be a labyrinth with many hidden dangers. This book is a guide through that labyrinth. It explains best practices and provides insight so they cannot only identify hidden dangers but also effectively manage the construction process to either mitigate or eliminate these risks. The book presents a systems-based approach to construction project management that can facilitate a greater understanding of the complexity inherent in large construction projects and how that complexity can be effectively managed. The systems approach permits the onsite construction project manager to take a complex construction project, break it down into manageable pieces, and ensure that all systems are in alignment with the original goal of the project. This approach combines industrial engineering, project management, and finance into a unified approach for effective management of complex construction projects, ranging from a power plant to a highway project. The book explains how to manage construction projects successfully through an approach based on the three following systems: Project Management System Work Management System Quality Management System The problem with complex programs and projects is that many managers are only equipped with a knowledge of project management. A system for construction is a collection of many processes effectively working together to produce a specific deliverable, which is usually defined in the program or project’s contract. This system has a series of specific inputs and outputs, which are what the customer expects from the company or companies performing the work. This book develops checklists based on these inputs and outputs, which managers can use when first arriving onsite, and provides a "nuts and bolts" approach for managing a complex construction project onsite. The author shares valuable lessons learned during a career of more than thirty years of working on various construction sites around the world. These lessons learned are filled with valuable information to aid readers become more effective as a program, project, or construction manager of complex construction projects.

AN INNOVATIVE APPROACH FOR MANAGING COMPLEX INITIATIVES With the increasing demands of the global business environment, many leaders observe that their organizations struggle to manage complex strategic initiatives. Managing Complex Projects and Programs examines why and offers a solution. Drawing on the insight of experienced executives and program and project managers from a diverse range of real-world industries, Managing Complex Projects and Programs: Examines the common reasons for poor performance of modern projects and programs Introduces new guidelines and an innovative leadership framework for solving performance issues Provides organizations with a roadmap for redefining the roles of project and program management professionals Whether you are a current program or project manager, a student of program or project management, or an executive seeking to prepare your organization for a complex and uncertain future, Managing Complex Projects and Programs will challenge you to rethink your approach for managing strategic initiatives and ensuring your organization’s success