Program management for improved business results. Article in Project Management Journal Request Full-text Paper PDF. Citations (8). References ( 0). Get Instant Access to PDF File: #f Program Management For Improved Business Results x By Russ J Martinelli, James M. tvnovellas.info: Program Management for Improved Business Results ( ): Russ J. Martinelli, James M. Waddell, Tim J. Rahschulte: Books.
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Program Management for Improved Business Results, Second Edition is a practical guide to real-world program management, written to align. The need for information on program management is more critical now than ever before. PMIs development of a new standard on program. 3. Context of Discussion. High-technology Product Development. Based upon the book “Program Management for Improved Business Results”.
The book explains the benchmarks and best practices that help shape a superior program manager, and provides case studies that illustrate the real-world application of management concepts. Written by a team composed of both industry professionals and academics, the book strikes a balance between theory and practice that facilitates understanding and better prepares candidates for the PgMP. Managers at all levels will learn the insights and techniques that are shaping modern management expectations. The Project Management Institute and the Product Development and Management Association both agree that program management is a critical element in the successful integration of business strategy and project management. The certification process is difficult, and few complete it — but demand for competent professionals is high. Program Management for Improved Business Results addresses this disconnect, preparing readers to fill the gaps and help businesses achieve the level of program management integration required by professional organizations.
Russ J. Martinelli is the manager of program management methodologies at Intel Corporation and a recognized expert in the field. He is also the chairman of Intel's global Program Management Community of Practice, an adjunct professor at the University of Phoenix, and the cofounder of the Program Management Academy www. James M. Waddell , former director of program management for Tektronix, is currently an independent consultant in his fields of expertise: He has held a wide spectrum of management positions, has been a speaker at numerous nationwide conferences, and is the cofounder of the Program Management Academy www.
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Dragan Z. Milosevic Russ J. In a research conducted, senior managers of the organisation observe the need to raise the level of skills to significantly address the cultural, political and organisational challenges of their project managers to be able to meet the challenge of transformation to programme managers.
Based on the above statement, the organisation had to review the cultural, political and organisational challenges for the project managers to be able to handle sufficiently. In response to the lapses in skills some training had to be provided to the project managers to perform as programme managers. In the same light, Partington et al. Partington et al. There is clear and deeper understanding in the latest opinion that project managers can be empowered to play the role of programme managers.
The diversity of opinions relating to the skills and competencies of managers forms basis of this piece of work with aim at reviewing the skills and competency requirement of a programme manager and examines the possibilities of promote project managers to manage programmes without compromising the organisational objectives. The discussions above establish a relationship between the skills and competencies of programme and project managers, but these skills can only be sufficient in certain situations depending on the nature of the programme and the ability of the project manager to understand the differences in situations in question.
In many cases, the demarcation between skills and competencies appears to be very thin, as such people use the terms interchangeably. Skills and competencies are not synonyms but rather two words commonly used together, and they mean entirely different things.
Felstead et al. Whetten and Cameron describe management skills as a vehicle which management strategy, management practice, tools and techniques, personality attributes and style work to produce effective outcomes to organisation. In other words they described management skills as the building blocks upon which effective management rests.
Peterson and Van Fleet narrowed down to describe skill as the ability either to perform some specific behavioural task or the ability to perform some specific cognitive process that is functionally related to some particular task. In line with the above definitions, this paper describes skill as ability that has been acquired usually through training to perform actions in view of achieving a desired outcome. Most of the definitions provide a common 5 The skills and Competencies of Programme Managers platform or point of similarities — skill can be acquired through training.
In the real sense, skill is more than just the ability acquired by training but in a broader spectrum, this research defines skill as the proficiency, facility, or dexterity that is acquired or developed through training or experience; while competency is the state of being adequately qualified physically and intellectually to carry out certain tasks or the knowledge, skills, and qualities of effective managers to effectively manage Milosevic et al.
This definition left a lot of room for argument and debates Newsome et al. Competency is an under laying characteristic of an individual which is casually related to effective or superior performance in a job Dale and Iles, and Mitrani et al.
While in the US it was designed to discover superior performance in managers. Although Newsome et al.
Kousetelios relates that Perdue et al. In programme management, the meaning of competency is not exception; it will depend on certain factors like structure etc. Figure below demonstrates the relationship between skills and competencies.
Despite the difference, it is essential for programme managers to have a working knowledge of intricacies of each functional projects involved in the programme and effective project management skills to effectively manage a development effort.
Even though the project management skills are relevant and applicable in programme management, it is essential that caution is exercised in selecting the skills and competencies between the two disciplines. Programme management require a subtle blend of interpersonal skills and personal credibility, a deep understanding of the political dynamics of formal and informal networks of the programme and affiliated projects. Researchers agree that the following are the basic skills and competencies expected of programme managers.
The table below compare the skills and competencies between project and programme managers.
Many times programmes fail to reach the organisational objective due to insufficiency of management skills in handling the complexity and demand of the programme. Skills and competencies are entirely two different terms where skills can be acquired through training while competence refers to the level of proficiency in applying the acquired skills.
However, there is strong indication that competency may also be acquired through training and experience. The first phase summarize today's primary accounting practices and the development of the first management systems and production control. In the second phase the performance measurement incorporated to the planning and control of organizations was observed, taking as references the studies of authors such as Frederick Taylor and Henry Gantt with a focus on manpower and production time, besides several techniques, emphasizing the development of Tableau de bord and "Du Pont Pyramid" Neely, , p.
Finally, the third stage, according to Netto , was a criticism of previous and similar models and it is based on intangible assets, not totally financial. Starting wtih bias models, also based on intangible assets, we can quote the work of Keegan, Eiler and Jones , who proposed before the Kaplan and Norton work, a performance assessment array, reflecting the need of balancing the measurement of organizational indicators, Fitzgerald et al.
Regarding the public sector, Kaplan and Norton , p. According to the authors, public and non profit entities "[ Given the inadequacies of the current OPMS, with limitations and disabilities for measuring the value of organizational initiatives, Thomas and Mullaly , p. Thomas and Mullaly, , p. In this effort to prove that the value of project management can create value to the work of organizations, PMI began in April and published in a study to identify and quantify this value, called Researching the Value of Project Management.
The work contains 65 case studies of organizations in various categories throughout the world. One of the revelations of this study shows that project management practices are highly correlated with satisfying results of the project, success in achieving the project goals and success in project outcomes.
Thomas and Mullaly guiding conceptual model was designed in 3 as Figure.
This model proposes that the choice for the implementation of project management within an organization will be influenced by any direction of the organization's business - focus, strategic direction and vision of itself as an entity - and the environment in which the organization operates, which, in turn, is influenced by its line of business, its customers, its economic context and the types of projects usually managed PMI, a, p.
From the perspective of the analysis of the three constructs, the model attempts to make the understanding of how project management can create value to the work of an organization Thomas and Mullaly, , emphasis added : a Organizational Context - To what degree does the organization "do the right things" in the context of project management that is appropriate to itself and the types of projects managed?
They are more efficient, more effective and better able to deliver more reliable projects? Did the process improvement of project management enable the organization to improve the strategic focus and differentiate their services on the market?
What is the return on investment for the organization in training in project management in place? Among the many findings of multiple case studies organized and characterized by Thomas and Mullaly , it was noticed that the values that the project management conveys to the organization are determined by its context and its way of implementation.