Table of Contents

• A. ABOUT THE AUTHORS
• B. Introduction
• 1. The Global Setting for Program Management
• 2. The Standard for Program Management According to PMI
• 3. Global Portfolio Management Strategies
• 4. Global Program Management Strategies
• 5. Global Program Risk Management
• 6. The Global Program Manager
• 7. Partnerships, Contracts, and Procurement
• 8. Federal Program Management
• C. New Global Program Development
• A. Program Risk Management Checklist
• B. Microsoft Applications for Program Management
• C. Global Project Management Strategies in a Program Management World

• figure (82)
• table (6)

Expanded Table of Contents

• A. ABOUT THE AUTHORS
• B. Introduction
  • Flow of This Book
  • The Global Setting
  • The Program Management Setting
  • The Business Setting
  • Seven Principles
  • Change and Program Management
• 1. The Global Setting for Program Management
  • Introduction
  • Global Forces
  • Strengthening the Business for Global Project Delivery
  • Global Mission
  • Global Vision
  • Global Strategic Management
  • Global Values
  • Global Goals
  • Summary
• 2. The Standard for Program Management According to PMI
  • Introduction
  • What Is Program Management?
  • Project Management Institute
  • Relationships with Other Project Standards
  • The Role of the Program Manager
  • External Program Elements
  • Program Life Cycle
  • Monitoring and Controlling Process Group
  • Closing Process Group
  • The Importance of Program Management Support Systems
  • Other Considerations
  • Summary
• 3. Global Portfolio Management Strategies
  • Introduction
  • The Global Portfolio
  • Programs as Unifying and Organizational Themes
  • A World Without a Program and Project Portfolio and Program Management System
  • Portfolio Development
  • What Is Portfolio Management?
  • Why Are Portfolios Needed?
  • Developing a Portfolio Process
  • Portfolio Process
  • How Portfolios, Programs, and Project Management Relate
• 4. Global Program Management Strategies
  • Introduction
  • Western Technologies: A Typical Global Corporation and a Framework for Linking Program Management to Business Strategy
  • The Eastern Case: Another Global Project Company
  • The Alignment of Programs with Strategic Objectives
  • Programs Are Organizational Commitments
  • Postscript
• 5. Global Program Risk Management
  • Introduction
  • Program Risk
  • Risk Management
  • Program Risk Management According to PMI
  • Risk Management Planning
  • Risk Identification
  • Qualitative Risk Analysis
  • Quantitative Risk Analysis
  • Risk Response Planning
  • Risk Monitoring and Control
• 6. The Global Program Manager
  • Introduction
  • The Global Program Manager
  • The Global Program Manager “Job Description”
  • Global Program Management: What Does It Really Involve?
  • Program Managers versus Single Project Managers
  • The Transition to Program Manager
  • Global Reference of Program Management
  • Program Reference
  • Explanation of Concept
  • Program Manager Competencies
  • Training the Global Program Manager
  • Managing Virtual Teams and the Technology
  • Negotiating Skills
  • Using International Culture Codes
  • Global Schedule Conflicts and Negotiations: A Global Website Design Case
  • Scheduling: What Is the Program Manager Competency?
  • Managing Conflict and Risk Globally
  • Roles in the Program Management Process
  • Departmental and Functional Manager Roles
  • Risk Management Plan
  • Senior Management Roles: Creating the Conditions for Project Success
  • What Are the Typical Project Management Windows for Program Review?
  • Summing Up: 10 Key Roles of the Program Manager
  • What Does the Program Manager Expect from Project Managers?
  • Program Manager Review Agenda
  • Sample Program Review Questionnaire
  • Program Management Information System
  • Procedures for Schedule Tracking and Reporting
  • Program Review Meetings and Reports
  • Network Information Exchange
• 7. Partnerships, Contracts, and Procurement
  • Introduction
  • Innovation and Outsourcing
  • Risk and Types of Contracts
  • Summary
• 8. Federal Program Management
  • Introduction
  • What’s Wrong with Federal Program Management?
  • What Is Real Program Transparency?
  • Coordinating Federal Program Management
  • Global Reference
  • Program Reference
  • Structural Change
  • What Happens in the Real World of Federal Program Managers?
  • OFIM Program Role in Energy Independence
  • OFIM Involvement in Heath Care Reform
  • Federal Agency Portfolio Management
  • Federal Agency Program Management Systems, Tools, and Techniques
  • The Structure of a Federal Energy Independence Program
  • A Customer-Driven Public/Private Partnership
  • Performance Budgeting and Energy Independence
  • Coordinating Agency Program Setup
  • Integration as a Leadership Function
  • Integration as a Wide-Ranging Quality and Process Improvement Standard
  • Summary
• C. New Global Program Development
  • Introduction
  • What Have We Learned about New Global Program Management?
  • Generating Creative Program Concepts
  • The Broadband Case: An Application
  • Summary
• A. Program Risk Management Checklist
• B. Microsoft Applications for Program Management
  • Project Consolidation to Create Programs
  • Project Server for Program Support
  • A Word of Caution
• C. Global Project Management Strategies in a Program Management World
  • Project Management
  • Global Reference
  • Explanation of Concept
  • Deeper Understanding—Strategy of Use