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Full Description
This book gives managers an integrative approach to project, program, and change management. It describes the differences between change in projects versus programs with case studies in both areas and the different life cycles. While the project and change comprise much of the book, it is up to date with its emphasis on agile, scrum, and benefits. The book also describes methods to both initiate and manage a change and what must be done for success and business value.
Contents
Contents
Foreword
Preface
Acknowledgments
About the Authors
1 Projects and Programs
2 Project Management Approaches and New Values
3 Strategic Managing and Investing
4 Managing Requirements and Projects
5 Project Initiating
6 Business Process: Project Managing
7 Project Organization and Project Culture
8 Teamwork and Leadership in Projects, Competencies for Projects
9 Sub-Process: Project Starting
10 Sub-Processes: Project Coordinating and Project Controlling
11 Sub-Processes: Project Transforming and Project Repositioning
12 Sub-Process: Project Closing
13 Program Initiating and Program Managing
14 Change Initiating and Change Managing
15 Strategies, Structures, and Cultures of the Project-Oriented Organization
16 Business Processes of the Project-Oriented Organization
17 Message and Vision
References
Index
