Managing complex projects and programs : how to improve leadership of complex initiatives using a third-generation approach

Content: Preface xiii    Acknowledgments xxi     Part 1 Professional Project and Program Management   Yesterday and Today 1     Chapter 1 The Exhilaration and Exasperation of Project and Program Leadership 3     Leading Projects and Programs 4     Chapter 2 The Emergence of Project Management: First-Generation Programmatics 13     Project Management   s Beginnings 13     Project Management Processes 17     A Growing and Challenging Profession 19     Organizational Responses 21     Chapter 3 The Evolution of Project Management: Second-Generation Programmatics 25     Phase-Gate Approaches 25     Circumstance-Specific Approaches 26     Current Perspectives and Needs 29     An Identity Crisis 31     A Time for Action 32     Chapter 4 Rethinking the Roles and Responsibilities of Project Management Professionals 35     The Exasperados 35     Programmaticists and the Management of Complexity 38     A New Credo 40     Understanding Project and Program Complexity 41     Operational Uncertainty and Complexity 43     Outcome Uncertainty and Complexity 45     Stakeholder Uncertainty and Complexity 47     Environmental Uncertainty and Complexity 49     Organizational Uncertainty and Complexity 51     Reactions to the Complexity Framework 53     Use of the Complexity Framework 55     Chapter 5 Stakeholder Views about the Roles and Responsibilities of Programmaticists 61     Diversity of Views 61     Three Conceptions of a Programmaticist   s Role 63     The Traditionalist Perspective 63     The Operationalist Perspective 66     The Inclusivist Perspective 68     Adoption and Value 70     The Need for Different Kinds of Programmaticists 72     Chapter 6 Modern Problems with Traditional Management Models 77     The Two-Party Fully Governed Project Oversight Model 77     Limitations of the Model 81     Problems with Background Documents 83     Problems with Operational Decision Making 86     Problems with Strategic Decision Making 89     Unsatisfied Needs for Expertise 92     A Search for Solutions 94     Chapter 7 Adaptations of the Traditional Two-Party Fully Governed Project Oversight Model 97     Stakeholder Stories 97     Organizational Growth 99     The Benefits of Growth 99     Responding to Growth-Related Challenges 100     Operational, Technical, and Strategic Review Committees 102     The Unintended Consequences of Review Committees 105     Impact on Decision Making and Programmatic Complexity 107     Portfolio Expansion 110     The Benefits of Pursuing Larger Numbers of Projects 110     Responding to Portfolio-Related Challenges 111     Mixed-Function Review and Governance Committees 115     Business Governance Committees 117     More Unintended Consequences 120     Increased Project Size, Uncertainty, and Complexity 122     The Benefits of Large and Uncertain Projects 122     Establishment of Within-Project Infrastructure 123     The Unintended Consequences of Within-Project Infrastructure 126     The Establishment of Specialty Review and Governance Committees 130     The Unintended Consequences of Specialty Review and Governance Committees 133     Challenges Ahead 134     Chapter 8 Moving Forward 137     Other Approaches 137     Downsizing the Organization 137     Transferring Governance 139     Redefining the Role of a Programmaticist 140     Operationalist Approaches Re-Examined 140     Inclusivist Approaches Re-Examined 145     Building a Centaur 148     Elements of an Improved Project     Oversight Model 153     Part 2 The Promise and Practice of Third-Generation Programmatics 155     Chapter 9 Leading Complex Endeavors 157     The Journey So Far 157     Leadership That Resolves Complex Problems 159     Critical Leadership Roles 163     Adaptive Leadership and the Outcome Sage   Programmaticist 168     Chapter 10 A New Perspective on Programs and Program Management 171     From Adaptive Leadership to Program Management 171     What Is a Program, Really? 174     Redefining Program Management 180     Redefining Projects and Project Management 183     Is It a Program or Is It a Project? 185     Barriers to Acceptance 192     Chapter 11 Introducing Third-Generation Programmatics 195     The Complexity-Management Roles of Project and Program Management 195     Defining Third-Generation Programmatics 197     Roles and Responsibilities in the Three-Party System 200     Projects Sponsored by Governing Committees 203     Programs Sponsored by the Governing Committee 204     Subprograms Sponsored by Programs 209     Other Activities Sponsored by Programs 212     Benefits Expected from the Third-Generation Programmatics Approach 213     Benefits of Distinguishing Projects from Programs 214     Benefits of Distinguishing Project Management from Program Management 217     Benefits of Implementing the Three-Party System 223     Chapter 12 The Decision to Implement Third-Generation Programmatics 225     Choosing Between Two-Party and Three-Party Systems 226     Challenges Faced When Implementing Third-Generation Programmatics 229     Organizational Maturity in the Programmatic Sciences 229     Defining Programmaticist Authority and Autonomy 230     (Re-)Assigning Current Project and Program Managers 235     Identifying and Assigning New Project and Program Managers 238     Defining Reporting Relationships for Program and Project Managers 240     Establishing Departments of Program Management and of Programmatic Science 244     Chapter 13 Developing Programmatic Leadership Competencies 247     The Needs of a Leader 247     Defining    Appropriate    Leadership Behaviors 253     Insights from Research on Program Management Competency 260     Leadership Challenges 264     Defining    Ideal    Leadership Systems and Behaviors 268     Chapter 14 Becoming a Third-Generation Programmatics Organization 271     Applying the Principles of Third-Generation Programmatics 271     Twelve Questions to Answer 275     Deciding to Use a Third-Generation Programmatic Oversight System 279     Life, Viewed Programmatically 282     Final Thoughts 283     Afterword 285     Glossary of Newly Introduced Terms 287     Suggested Readings 295     Standards and Guides in Program and Project Management 295     First- and Second-Generation Programmatics 295     Distinctions between Projects and Programs, Project Management and Program Management 296     Complexity Management 296     Program Leadership Competency Development 297     Index 299