Project and program management a competency-based approach

Cover
Copyright
About the Author
Contents
List of Illustrations
Preface
Introduction
Chapter 1: Program/Project Management Competencies
	Student PM Competency Model Paper Guidelines
Chapter 2: The Importance of Program/Project Management
Chapter 3: Process Management—Evolution and Definition
	Historical Orientation
	General Program Planning Models
	Integrated Linear Models versus Integrated Nonlinear Models
	Evaluation Methodologies and Accountability
	Composition of a Planning Process
Chapter 4: Contract Types—What Type of Contract Should I Enter Into?
	Factors in Selecting a Contract Type
	Fixed Price Contracts
	Cost Reimbursement Contracts
	Time and Materials Contracts
	Labor Hour Contracts
	Letter Contracts
	Exercises
Chapter 5: The Bidding Process—Obtaining a Price Quote
	Bid Organization
	Responsibility Assignment Matrix
	Before the Request for Proposal
	On Receipt of the Request for Proposal
	Proposal Generation Process
	Review and Approval Process
	Submittal Process
	Post-Submittal Process
	Post-Decision Process
	Statement of Work
	Technical Specification
	Work Breakdown Structure
	Classes of Estimates
Chapter 6: Defining the Work to be Performed
	A Shortened Perspective
	A More Detailed Perspective
Chapter 7: Scheduling and Staffing the Work
	Types of Schedules
	Network Approaches
	Closing Thoughts on Developing a Network Diagram
	Master Schedule
	Intermediate Schedule
	Detailed Schedules
	Human Resource Plan
	A More Detailed Perspective
Chapter 8: Risk Management—Mitigating the Impact
	Risk Planning
	Risk Assessment
	Risk Analysis
	Risk Handling
Chapter 9: Disruptive Technologies—Thinking Outside of the Box
Chapter 10: Cost, Schedule, and Performance Management—A Quantitative Premise
	Defining the Initial Budget
	Determining How We Are Performing against the Initial Budget
	Keeping Track of Actual Costs
	Getting Back on Schedule and Within Cost
	A More Detailed Perspective
	Course Project Details and Examples
Chapter 11: Multiple Generations in the Workplace—It’s How We Grew Up
	Late Adulthood Gerontological Life Phase (60+)
	Middle Adulthood Gerontological Life Phase (40–60)
	Early Adulthood Gerontological Life Phase (20–40)
	Adolescence Gerontological Life Phase (10–20)
	Cohort Group (Veterans)
	Cohort Group (Boomers)
	Cohort Group (Generation Xers)
	Cohort Group (Gen Y; Nexters; Millennials)
	The New Next Professional Working Adult Learner (2019 Perspective)
	Who Are the Students?
	Why Are College Costs So High?
	Moving Back Home and Its Implications
	Postponing Marriage and Children
	Postponing the Purchasing of Material Possessions
	Concluding Thoughts
	Cohort Group (Gen Z; iGen)
	Concluding Remarks on the Nurture Side
Chapter 12: Connecting Generational Cohorts to Associative Thinking
	Understanding the Breadth and Depth of a Discipline
	“Seeing” across Disciplines
	Practical Experience and Ability to Recognize the Bigger Picture
	Ability to Recognize Cultural Realities
	Understanding of Current Technologies
	Unbounded by Hierarchical Pressures
	Propensity for “Just Trying It”
Chapter 13: Leadership and Gender—A Science-Based Understanding
	Differences in Neural Blood Flow Patterns
	Differences in Structures of the Brain
	Differences in Brain Chemistry
	Leadership—Interpersonal Relationships
	Leadership—Management Styles
	Leadership—Things We Might See
	Leadership—In Meetings
Chapter 14: Motivation and Leadership—Why We Do What We Do
	Need Theories
	Goal-Setting Theory
	Reinforcement Theory
	Equity Theory
	Expectancy Theory
Chapter 15: Organization Design Models—Not Right or Wrong, More or Less Applicable
	Traditional
	Product
	Matrix
	Project Management
	Criteria for Selecting an Organizational Structure
	Summary Remarks
Chapter 16: Building Teams—Understanding Ourselves and Others through MBTI
	Sensing (S) and Intuition (N)
	Thinking (T) and Feeling (F)
	Extraversion (E) and Introversion (I)
	Judging (J) and Perceiving (P)
	Type Combinations
	Type and Organizational Change
	Type Dynamics
	Summary Thoughts by Type
Chapter 17: Capitalizing on the Collective Knowledge of the World
	Availability of Skilled Labor
	Skilled Labor Shortage Forecasts
	Aging World Population
	Retirement and the Working Senior Population
	Science and Engineering Demographics
	International Impact
	Growing World Population
	World’s Education
	Outsourcing of Goods and Services
	Concluding Thoughts on the International Impact
	Innovation, Technology, and the Systems Integrator
	Understanding Technology as a Discipline
	Integrating Intersectional Ideas
	Creating an Integrative Mind-set
	Systems Engineering—The Cross-Discipline Eclectic Nature of Knowledge
	Diversify Our Knowledge through Multiple Job Experiences
	Summary Thoughts
	Technology from a Worldwide Perspective
	The Bio-Economy—A Truly Worldwide Experience
	Dwindling Graduate Student Enrollments  in Distance-Based Programs (An Example)
Chapter 18: Establishing Program/Project Management as a Discipline
Chapter 19: Managers, Leaders, and Entrepreneurs
	Defining Management
	Management Functions
	Management Roles
	Management Skills
	Leaders
	Theories of Leadership
	Power
	Military Leadership Fundamentals
	Entrepreneurs
	Ethics at All Levels
	Concluding Thoughts
Chapter 20: The American Social Economic Context
	Prior to 1920
	1920 to 1945
	1945 to 1960
	1960 to 1980
	1980 to Present
Chapter 21: Career Development—Models
	Moving Forward—The Four Questions
	Educational Requirements of Engineering and Technology  Professional Working Adult Learners (Real-Life Example)
	Mapping Employee Training and Development to Market Requirements: Using a Corporate Market-Based Approach
Chapter 22: Succession Planning—Providing Opportunities for Growth
	Why Is Succession Planning Important?
	Who Is Succession Planning For?
	Activities of Effective Succession Planning
	What Do We Do When a Position Vacates?
	Things to Remember
	Who Is Responsible?
Chapter 23: The Business Case for Diversity and Inclusivity
	Business Case for Diversity and Inclusivity: It’s All About Growth
	Millennials Usher in Minority Majority
	The Millennial View of Diversity and Inclusivity
	Coercion, Groupthink, Bias, and Inherent Discrimination
	The Need to Survive and Reproduce
	Reexamining Our Subconscious and Unconscious Mind
	We Are More Alike Than Different—Genomically Speaking
Chapter 24: Effective Communication Skills
	Encoding and Decoding Skills
	Basic Rules for Addressing an Audience
	Questions After the Presentation
	Nonverbal Communication Skills
	Listening Skills
	Reading Skills
	Skipping Judiciously
	Communication Barriers
	Organizational Communication
	Conducting an Effective Meeting
Chapter 25: Change Management—People, the Hardest Part
	Why Change Fails: Organizational Development—The Context of Change
	Models of Change Management
	Activities or Phases of the Change Management Process
	Why Change Fails
	Trust Through Character, Communication, and Capability
	Managing Our Own Personal Change
	Running the Academy as a Business (An Example)
	The Synergistic Implications of Personal Ownership  (A Comprehensive Example)
	Creating Pride in Individual Efforts
	How to Create Vision through Market-Based Analysis
	Ownership Can Create Motivation
	Fear Can Equally Stifle Action
	Motivation is Hampered Through Entitlement
	Closing Thoughts
Appendix A: Evaluating the Program Plan
	Committee of Stakeholders
	Primary Activities
	Interviewing Program Participants
	Outcome-Based Evaluation Methodology
	Summary of Outcome-Based Evaluation Data Analysis Method
Appendix B: Executing the Program Plan
Appendix C: Changes to the Program Plan
	Recognizing Changes
	What Is a Change?
	What Determines How a Contract Is Changed?
	How Do Contractual Relationships Affect Changes?
	Why Are Government Contract Changes Unique?
	Why Do Changes Occur?
	When Are Changes Likely to Occur?
	What Are the Elements of a Change?
	Common Names Given to Changes
	What Types of Change Orders Can Occur?
	Who Has the Authority to Order Changes?
	When Can Changes Be Ordered?
	What Changes Can Be Ordered?
	What Response Does a Change Order Require?
	When Is Changed Work Performed?
Appendix D: Program Planning Master Process Flow
	Establish Planning Organization
	Establish Program Management Library
	Generate Requirements Database
	Generate Master Program Schedule
	Generate Preliminary Extended CWBS and Dictionary
	Generate Preliminary Responsibility Assignment Matrix
	Generate Intermediate Schedules
	Generate Preliminary Detailed Schedules
	Generate Human Resource Plan
	Establish Program Organization
	Post-Contract Award
Glossary
Bibliography
Index