Project and Program Management

Full text

(1)

Project and Program Management

A Competency-Based Approach,

Second Edition

By Mitchell L. Springer

(2)

Contents

List of Illustrations xii Preface xvii Introduction 1 Chapter 1. Program/Project Management Competencies 5 Chapter 2. The Importance of Program/Project Management 11 Chapter 3. Process Management—Evolution and Definition 17 Historical Orientation 17 General Program Planning Models 23 Integrated Linear Models versus Integrated Nonlinear Models 24 Evaluation Methodologies and Accountability 25 Composition of a Planning Process 26 Chapter 4. Contract Types—What Type of Contract Should I Enter Into? 29 Factors in Selecting a Contract Type 30 Fixed Price Contracts 31 Cost Reimbursement Contracts 33 Time and Materials Contracts 35 Labor Hour Contracts 35 Letter Contracts ,' 36 Exercises 36 Chapter 5. The Bidding Process—Obtaining a Price Quote 39 Bid Organization 41 Responsibility Assignment Matrix 43 Before the Request for Proposal 43 On Receipt of the Request for Proposal 43 Proposal Generation Process 46 Review and Approval Process 46 Submittal Process 48 Post-Submittal Process 48 Post-Decision Process 49 Statement of Work 50 Technical Specification 51 Work Breakdown Structure 52 Classes of Estimates 52 Chapter 6. Defining the Work to be Performed 55 A Shortened Perspective 55 A More Detailed Perspective 63

(3)

Chapter 7. Scheduling and Staffing the Work 75 Types of Schedules 75 Network Approaches 80 Closing Thoughts on Developing a Network Diagram 85 Master Schedule 86 Intermediate Schedule 86 Detailed Schedules 87 Human Resource Plan 88 A More Detailed Perspective 89 Chapter 8. Risk Management—Mitigating the Impact 101 Risk Planning 102 Risk Assessment 103 Risk Analysis 104 Risk Handling 109 Chapter 9. Disruptive Technologies—Thinking Outside of the Box 111 Chapter 10. Cost, Schedule, and Performance Management—

A Quantitative Premise 115 Defining the Initial Budget 115 Determining How We Are Performing against the Initial Budget 116 Keeping Track of Actual Costs 117 Getting Back on Schedule and Within Cost 118 A More Detailed Perspective 119 Chapter 11. Multiple Generations in the Workplace—

It's How We Grew Up 137 Gerontological Phases (Late Adulthood) 137 Cohort Group (Veterans) 13 9 Gerontological Phases (Middle Adulthood) 144 Cohort Group (Boomers) 145 Gerontological Phases (Early Adulthood) 151 Cohort Group (Generation Xers) 152 Gerontological Phases (Adolescence) 157 Cohort Group (Nexters) 157 Concluding Remarks on the Nurture Side 162 Chapter 12. Connecting Generational Cohorts to Associative Thinking 163 Understanding the Breadth and Depth of a Discipline 163 "Seeing" across Disciplines 163 Practical Experience and Ability to Recognize the Bigger Picture 164 Ability to Recognize Cultural Realities 164 Understanding of Current Technologies 164 Unbounded by Hierarchical Pressures 165 Propensity for "Just Trying It" 165 Chapter 13. Leadership and Gender—A Science-Based Understanding 167 Differences in Neural Blood Flow Patterns 169 Differences in Structures of the Brain 170 Differences in Brain Chemistry 171 Leadership—Interpersonal Relationships 171 Leadership—Management Styles 172

(4)

Leadership—Things We Might See 172 Leadership—In Meetings 172 Chapter 14. Motivation and Leadership—Why We Do What We Do 175 Need Theories 175 Goal-Setting Theory 177 Reinforcement Theory 178 Equity Theory 178 Expectancy Theory 178 Chapter 15. Organization Design Models—

Not Right or Wrong, More or Less Applicable 181 Traditional 181 Product 183 Matrix 184 Project Management 186 Criteria for Selecting an Organizational Structure 187 Summary Remarks 187 Chapter 16. Building Teams—

Understanding Ourselves and Others through MBTI 189 Sensing (S) and Intuition (N) 189 Thinking (T) and Feeling (F) 190 Extraversion (E) and Introversion (I) 190 Judging (J) and Perceiving (P) 191 Type Combinations 191 Type and Organizational Change 191 Type Dynamics 192 Summary Thoughts by Type 193 Chapter 17. Capitalizing on the Collective Knowledge of the World 197 Availability of Skilled Labor 197 Skilled Labor Shortage Forecasts 197 Aging World Population 198 Retirement and the Working Senior Population 202 Science and Engineering Demographics 209 International Impact 211 Growing World Population 214 World's Education 215 Outsourcing of Goods and Services 219 Concluding Thoughts on the International Impact 221 Innovation, Technology, and the Systems Integrator 222 Understanding Technology as a Discipline 224 Integrating Intersectional Ideas 231 Creating an Integrative Mind-set 233 Systems Engineering—

The Cross-Discipline Eclectic Nature of Knowledge 234 Diversify Our Knowledge through Multiple Job Experiences 234 Summary Thoughts 235 Technology from a Worldwide Perspective 235 The Bio-Economy—A Truly Worldwide Experience 237

(5)

Chapter 18. Establishing Program/Project Management as a Discipline 245 Chapter 19. Managers, Leaders, and Entrepreneurs 255 Defining Management 255 Management Functions 256 Management Roles 257 Management Skills 258 Leaders 259 Theories of Leadership 259 Power 262 Military Leadership Fundamentals 263 Entrepreneurs 265 Ethics at All Levels 267 Concluding Thoughts 268 Chapter 20. The American Social Economic Context 269 Prior to 1920 271 1920 to 1945 278 1945 to 1960 280 1960 to 1980 283 1980 to Present 286 Chapter 21. Career Development—Models 289 Moving Forward—The Four Questions 293 Chapter 22. Succession Planning—Providing Opportunities for Growth 307 Why is Succession Planning Important? 307 Who is Succession Planning For? 308 Activities of Effective Succession Planning 308 What Do We Do When a Position Vacates? 308 Things to Remember 310 Who is Responsible? 310 Chapter 23. The Business Case for Diversity and Inclusiviry 311 Business Case for Diversity and Inclusivity: It's All about Growth 314 Chapter 24. Effective Communication Skills 317 Encoding and Decoding Skills 318 Basic Rules for Addressing an Audience 319 Questions After the Presentation 320 Nonverbal Communication Skills 320 Listening Skills 320 Reading Skills 321 Skipping Judiciously 321 Communication Barriers 322 Organizational Communication 322 Conducting an Effective Meeting 323 Chapter 25. Change Management—People, the Hardest Part 325 Organizational Development—The Context of Change 325 Models of Change Management 327 Activities or Phases of the Change Management Process 329 Why Change Fails 330 Appendix A—Evaluating the Program Plan 333 Committee of Stakeholders 333

(6)

Primary Activities 333 Interviewing Program Participants 334 Outcome-Based Evaluation Methodology 335 Summary of Outcome-Based Evaluation Data Analysis Method 337 Appendix B—Executing the Program Plan 339 Appendix C—Changes to the Program Plan 345 Recognizing Changes 349 What Is a Change? 350 What Determines How a Contract Is Changed? 352 How Do Contractual Relationships Affect Changes? 352 Why Are Government Contract Changes Unique? 352 Why Do Changes Occur? 353 When Are Changes Likely to Occur? 354 What Are the Elements of a Change? 355 Common Names Given to Changes 355 What Types of Change Orders Can Occur? 358 Who Has the Authority to Order Changes? 359 When Can Changes Be Ordered? 3 61 What Changes Can Be Ordered? 361 What Response Does a Change Order Require? 362 When Is Changed Work Performed? 362 Appendix D—Program Planning Master Process Flow 365 Establish Planning Organization 365 Establish Program Management Library 367 Generate Requirements Database 370 Generate Master Program Schedule 371 Generate Preliminary Extended CWBS and Dictionary 373 Generate Preliminary Responsibility Assignment Matrix 375 Generate Intermediate Schedules 377 Generate Preliminary Detailed Schedules 378 Generate Human Resource Plan 380 Establish Program Organization 382 Post-Contract Award 383 Glossary 387 Bibliography 419 Index , 427

Figure

Updating...

References

Updating...

Related subjects :