Program Management

Program management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way.

Based on practical applications of PgM in different countries, as well as the leading standards, Program Management reflects the most recent developments in the area. It offers an understanding of program management's connection to business strategy and value realisation, beyond multiple-project management. Additionally it emphasizes the need for program specific processes, based on an iterative life cycle and the management of multiple stakeholders and their expected benefits.

The book is grounded in a robust theoretical framework, complemented by a number of case studies. It analyzes the best organizational structures for program management and provides tools and techniques to deal with complex, unplanned change in a structured manner. It also develops knowledge of particular techniques required for managing programs as well as the competencies and skills required from program managers. It features a number of case studies.

• Part One: The Program Context
1. Background and Definitions
• The Emergence of Program Management
• Visions of Program
• Comparison of Leading PgM Standards
• From Program to Organization
2. Organizational Context
• Projects, Programs and Portfolios
• Project-Based Organizations
• Program Offices
• From Managing Programs to Program Maturity
3. Maturity and Culture
• Program Maturity
• Program Culture
• From Program Maturity to Mastery
• Part Two: The Program Components
4. Key Program Components
• Decision Management
• Program Governance
• Benefits Management
• From Program Mastery to Function Mastery
5. Program Actors
• Roles and Responsibilities
• Leadership and Competencies
• From Program Understanding to Doing
• Part Three: The Program Life Cycle
6. Program Life Cycle Outline
• Comparison of Program Life Cycles
• FOrDAD: A Strategy-Based Life Cycle
• From Life Cycle to Management of the Cycle
7. Formulation
• Formulation Stage Concept
• Program Vision and Mission
• Define Expected Benefits
• Needs and Expectations
• Critical Success Factors
• Generating Potential Actions and Deliverables
• Business Case (Value Proposition) Process
• From Defining to Organizing
8. Organization
• Benefits Management Strategy
• Benefits Realization Plan
• From the Decision to Its Implementation
9. Deployment
• Manage Value Chain
• Manage Change Actions (Projects and Other Actions)
• Integrate New Capabilities
• From Delivery of Capabilities to Measure of Benefits
10. Appraisal
• Two Types of Evaluation
• Manage Program Changes
• Manage Program Knowledge
• From Benefits Delivery to Benefits Realization
11. Dissolution
• Assess Value Realization
• Manage Program Dissolution
• Manage Program Knowledge
• Closing the Loop and Preparing the Next Challenge

In many ways a good book, but in my view, too concentrated on the theory, and neglecting the stark reality of Program Management.

A good book to have in your reference library, but definitively not a book to learn and understand Program Management from as a first-timer.