Agile Program Management: Oversight or Overkill?

Agile methods assume the best in people, from their knowledge and capabilities to their desire to collaborate in search of the best solution. It also assumes that developers and customers grasp the big picture. Unfortunately this is seldom the case, and why it is so vital that a project manager facilitate structured communication between the team and stakeholders to evaluate specific changes against broader objectives. It’s a fine line.

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Program Management: More than Just a Portfolio of Related Projects

When discussing the ins and outs of program management, you are likely to encounter a variety of opinions. The nature of the program should drive how the program is managed–and by whom. If the wrong model is applied, there is likely to be an organizational disconnect followed by dismal results. Consider these differences between project-centric and process/event-centric views of programs…

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Program Management + Agile

The Agile mindset can be applied to activities beyond IT and product development, but it will require important critical changes to program management methods. The biggest transition is not in reengineering processes but in a management approach that involves different expectations, working relationships, incentives, metrics and reviews.

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North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management: Q&A

Our webinar North America Congress Highlights – Key Take-Aways and Lessons Learned in Improving Talent Management in Project, Program and Portfolio Management was so successful, the presenters ran out of time to answer all of the questions. Here, Lawrence Suda continues the conversation.

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Risk Management for Program Managers

Program management is a relatively young discipline within the project management profession. That means there are fewer tools and techniques to address the challenges of program risk. At the same time, the larger responsibilities of program managers mean greater disruption from risk events. Consider the following findings about the state of program management…

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Intelligent Project Management: Adopting a ‘Program Mindset’

Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.

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3 Secrets to Successfully Managing Product Development Programs: Q&A

Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.

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Challenges of Project Management for the Integration of Organizations Into Mergers and Acquisitions Process

This article examines the processes of mergers and acquisitions, with a focus on programs and projects for the integration of the companies. It analyzes the main reasons for success and failure and considers the mistakes to be avoided, within the context of the concepts and processes for managing projects and programs of A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Fourth Edition, as well as on the basis of reports and experiences of companies that have experienced complex integrations. Project managers are challenged to deal with issues such as cultural influence, strategy, planning of the integration, and especially the management of people, as crucial elements to the success of these projects.

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Get With The Program

Does your organization have formal program management processes in place to manage multiple projects with the same strategic objectives? If not, you’re probably dealing with a number of challenges on the resource, risk and quality fronts. Here are some appropriate solutions for problems that exist in organizations without strong program office controls.

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An Inside Job? Should Your Project Managers Become Program Managers

When it’s time to name a new program manager, do you find a candidate among your project management ranks or do you look outside your organization? Not every project manager will make an effective program manager, and not all of them will want to pursue that career path. In this article, five professionals reveal how to identify those who can trade the tactical work of managing projects for the strategic mindset essential for successful program management.

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Framework for Integrating Project Quality, Risk Management, and Integration Management into Earned Value Management (EVM) for Deriving Performance Based Earned Value (PBEV)

Multidimensional project control systems, which integrate the critical to quality metrics of the project quality management, risk management, and program integration requirements into the earned value management system, delivers capability for the enterprise project team(s) in measuring the performance-based earned value of the project deliverables.

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Marketing in Project Management

Marketing is one of the most studied and analyzed fields of knowledge in the corporate world; therefore, its techniques and tools should be considered and applied to the environment of project management. This article analyzes the main concepts of marketing in the phases of a project or program, the key stakeholders and elements of marketing in a project, and also looks at an example of the positive use of marketing in Brazil’s Olympic bid.

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Team Management: An Accountable Working Model for Matrix Teams

Many complex information technology (IT) projects are executed in a matrix environment. The major challenge with this type of team structure is having an amicable and effective relationship with clear lines of responsibilities, open communications, and accountabilities. This article proposes a working model that can help the program manager achieve the desired objectives from all of the teams.

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Influencing Others to Use Project Management Practices

Traditionally, project management processes and expertise in health care have rested in the areas of facilities management and development and/or Information Technology implementation. Although many of those in leadership roles within health care operations have spent a significant amount of time implementing new programs and introducing new equipment, for example, solid project management practices have not been known and/or utilized in areas other than facilities and IT.

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Enabling Program Success: PMI INCOSE and MIT Find Best Practices

Wasting time and money should not be dismissed as the cost of doing business on engineering programs. This article discusses how the Project Management Institute (PMI) and the International Council on Systems Engineering (INCOSE) worked with experts from the Massachusetts Institute of Technology (MIT) to find best practices for delivering successful programs.

In a study called Lean Enablers for Managing Engineering Programs, these organizations collaborated across three domains of management wisdom: lean management, systems engineering, and program management.

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Creating Value Through Team Management

Being productive in today’s business environment means continuously doing more with less. The next generation of savings and productivity lies in the collaboration of larger, more diverse teams to share ideas and implement new process improvements. The author explains how he put together the right team for a “cost-cutting treasure hunt,” leveraging good program management practices to increase its chance of success.

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The Setting Up of Project Management Offices (PMOs) for Large Project Initiatives

This article provides a view of an approach that can assist in setting up PMOs for a large project initiative from a vendor organization’s perspective. Although, in a generic context, PMOs can mean project, program, or portfolio management offices, in the context of this article, PMO is viewed as a project management office and does not refer to program or portfolio management office.

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