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With simplicity in
mind, A Management Framework for Project, Program and Portfolio
Integration tackles the complex and sometimes intimidating
environment of projects. Only if you understand project management, can
you do it right. Therefore the contents are illustrated with copious
graphic illustrations and bullet lists that should meet the needs of
senior management searching for a quick understanding of the major
issues down to the student studying the subject from the ground up.
The book is divided
into five main parts:
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Part I
Introduces and defines project, program and portfolio management,
describes typical content and discusses basic first principles. This
provides the reader with the basis for further reading and study
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Part II
Focuses on structure and distinctive characteristics of the project
life span. The evolution of models of project management over three
decades help the reader to develop a mental image of the complex of
processes. This is extended into new territory to incorporate
portfolio management with a view to better project selection
decision-making.
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Part III
Explores the uniquely dynamic nature of the project management
environment, both internal and external, with advice on how best to
manage both. This section deals with the practical realities of a
project and so is possibly the most challenging and of most
immediate use.
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Part IV
Expands the horizon by taking a look at the merits and options for a
program management office and how to get going with portfolio
project management. This section also takes a more advanced look at
portfolio project selection and how to avoid suboptimal portfolio
groupings.
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Part V
Provides some final thoughts with a focus on success and the
future of project management.
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The Appendices
Include useful reference lists covering institutional learning,
project management applications and a short glossary of the most
common project management terms.
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About
the Author
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Max Wideman is
a professional engineer with hands-on experience as corporate
executive, project director and project manager. He has seen the
project management process from the perspective of owner,
developer, engineer, contractor and government agent. As well as
design and engineering projects, his experience includes
systems, social and environmental projects.
Max is a Fellow, past president
and chairman of the Project Management Institute, for whom he
developed the 1987 version of the Project Management Body of
Knowledge. He is also a Fellow of the Institution of Civil
Engineers (UK), the Engineering Institute of Canada, and the
Canadian Society of Civil Engineering. |
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Max has lectured or
presented papers in eleven countries and has contributed books,
chapters, papers and articles on many project management topics. His web
site provides a wealth of practical project management advice to
practitioners at
http://www.maxwideman.com |
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