Program Management for Improved Business Results
About this book
A practitioner text on programme management written from the business results end rather than the process end. It positions the programme manager as the person accountable for the business case across many projects, and works through initiation, planning, execution and closure with the benefits case in view throughout. Chapters cover programme organisation and governance, stakeholder and vendor management, financial management, and the difference in scope between a project manager and a programme manager. The second edition adds material on programme complexity, on agile delivery inside a programme, and on the programme management office. Useful when your accountability has widened but your tools have not.
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Topics
Related concepts
- Project closureFinal acceptance, contract closure, releasing resources and archiving records, why a cancelled project is closed the same way, and the difference between a deliverable being accepted and a benefit being realised.
- The project management officeA standing function that supports, controls or directs project work, and the question of which of those three it is, since that settles almost every argument about whether it is useful.