Project and Program Management : A Competency-Based Approach, Fifth Edition.

Cover -- Project and Program Management -- Title -- Copyright -- About the Author -- Contents -- List of Illustrations -- Preface -- Introduction -- Chapter 1. Program/Project Management Competencies -- Student PM Competency Model Paper Guidelines -- Chapter 2. The Importance of Program/Project Management -- Chapter 3. Process Management-Evolution and Definition -- Historical Orientation -- General Program Planning Models -- Integrated Linear Models versus Integrated Nonlinear Models -- Evaluation Methodologies and Accountability -- Composition of a Planning Process -- Chapter 4. Contract Types-What Type of Contract Should I Enter Into? -- Factors in Selecting a Contract Type -- Fixed Price Contracts -- Cost Reimbursement Contracts -- Time and Materials Contracts -- Labor Hour Contracts -- Letter Contracts -- Exercises -- Chapter 5. The Bidding Process-Obtaining a Price Quote -- Bid Organization -- Responsibility Assignment Matrix -- Before the Request for Proposal -- On Receipt of the Request for Proposal -- Proposal Generation Process -- Review and Approval Process -- Submittal Process -- Post-Submittal Process -- Post-Decision Process -- Statement of Work -- Technical Specification -- Work Breakdown Structure -- Classes of Estimates -- Chapter 6. Defining the Work to be Performed -- A Shortened Perspective -- A More Detailed Perspective -- Chapter 7. Scheduling and Staffing the Work -- Types of Schedules -- Network Approaches -- Closing Thoughts on Developing a Network Diagram -- Master Schedule -- Intermediate Schedule -- Detailed Schedules -- Human Resource Plan -- A More Detailed Perspective -- Chapter 8. Risk Management-Mitigating the Impact -- Risk Planning -- Risk Assessment -- Risk Analysis -- Risk Handling -- Chapter 9. Disruptive Technologies-Thinking Outside of the Box.

Chapter 10. Cost, Schedule, and Performance Management-A Quantitative Premise -- Defining the Initial Budget -- Determining How We Are Performing against the Initial Budget -- Keeping Track of Actual Costs -- Getting Back on Schedule and Within Cost -- A More Detailed Perspective -- Course Project Details and Examples -- Chapter 11. Multiple Generations in the Workplace-It's How We Grew Up -- Late Adulthood Gerontological Life Phase (60+) -- Middle Adulthood Gerontological Life Phase (40-60) -- Early Adulthood Gerontological Life Phase (20-40) -- Adolescence Gerontological Life Phase (10-20) -- Cohort Group (Veterans) -- Cohort Group (Boomers) -- Cohort Group (Generation Xers) -- Cohort Group (Gen Y -- Nexters -- Millennials) -- Cohort Group (Gen Z -- 2019 Perspective) -- Concluding Remarks on the Nurture Side -- The New Next Professional Working Adult Learner (An Application of Collective Thought, 2019 Perspective) -- Who Are the Students? -- Why Are College Costs So High? -- Moving Back Home and Its Implications -- Postponing Marriage and Children -- Postponing the Purchasing of Material Possessions -- Concluding Thoughts -- Chapter 12. Connecting Generational Cohorts to Associative Thinking -- Understanding the Breadth and Depth of a Discipline -- "Seeing" across Disciplines -- Practical Experience and Ability to Recognize the Bigger Picture -- Ability to Recognize Cultural Realities -- Understanding of Current Technologies -- Unbounded by Hierarchical Pressures -- Propensity for "Just Trying It" -- Chapter 13. Leadership and Gender-A Science-Based Understanding -- Differences in Neural Blood Flow Patterns -- Differences in Structures of the Brain -- Differences in Brain Chemistry -- Leadership-Interpersonal Relationships -- Leadership-Management Styles -- Leadership-Things We Might See -- Leadership-In Meetings.

Chapter 14. Motivation and Leadership-Why We Do What We Do -- Need Theories -- Goal-Setting Theory -- Reinforcement Theory -- Equity Theory -- Expectancy Theory -- Chapter 15. Organization Design Models-Not Right or Wrong, More or Less Applicable -- Traditional -- Product -- Matrix -- Project Management -- Criteria for Selecting an Organizational Structure -- Summary Remarks -- A Return-on-Investment Force Multiplier of an Entrepreneurial Administrative Organization for Professional Studies (An Application of Collective Thought) -- An After-Action Review-Creating a Matrix Organizational Design Model for Online Education (An Application of Collective Thoughts) -- Creating a Matrix Organizational Design Model -- Historical Natural Evolution of Thought of a First of its Kind Online Doctor of Technology Degree Program (An Application of Collective Thought) -- Chapter 16. Building Teams-Understanding Ourselves and Others through MBTI -- Sensing (S) and Intuition (N) -- Thinking (T) and Feeling (F) -- Extraversion (E) and Introversion (I) -- Judging (J) and Perceiving (P) -- Type Combinations -- Type and Organizational Change -- Type Dynamics -- Summary Thoughts by Type -- Chapter 17. Capitalizing on the Collective Knowledge of the World -- Availability of Skilled Labor -- Skilled Labor Shortage Forecasts -- Aging World Population -- Retirement and the Working Senior Population -- Science and Engineering Demographics -- International Impact -- Growing World Population -- World's Education -- Outsourcing of Goods and Services -- Concluding Thoughts on the International Impact -- Innovation, Technology, and the Systems Integrator -- Understanding Technology as a Discipline -- Integrating Intersectional Ideas -- Creating an Integrative Mind-set -- Systems Engineering-The Cross-Discipline Eclectic Nature of Knowledge.

Diversify Our Knowledge through Multiple Job Experiences -- Summary Thoughts -- Technology from a Worldwide Perspective -- The Bio-Economy-A Truly Worldwide Experience -- Dwindling Graduate Student Enrollments in Distance-Based Programs (An Example) -- Conclusion -- Chapter 18. Establishing Program/Project Management as a Discipline -- Chapter 19. Managers, Leaders, and Entrepreneurs -- Defining Management -- Management Functions -- Management Roles -- Management Skills -- Leaders -- Theories of Leadership -- Power -- Military Leadership Fundamentals -- Entrepreneurs -- Ethics at All Levels -- Concluding Thoughts -- Chapter 20. The American Social Economic Context -- Prior to 1920 -- 1920 to 1945 -- 1945 to 1960 -- 1960 to 1980 -- 1980 to Present -- Chapter 21. Career Development-Models -- Moving Forward-The Four Questions -- Educational Requirements of Engineering and Technology Professional Working Adult Learners (Real-Life Example) -- Mapping Employee Training and Development to Market Requirements: Using a Corporate Market-Based Approach -- Chapter 22. Succession Planning-Providing Opportunities for Growth -- Why is Succession Planning Important? -- Who is Succession Planning For? -- Activities of Effective Succession Planning -- What Do We Do When a Position Vacates? -- Things to Remember -- Who is Responsible? -- Chapter 23. The Business Case for Diversity and Inclusivity -- Business Case for Diversity and Inclusivity: It's All about Growth -- Millennials Usher in Minority Majority -- The Millennial View of Diversity and Inclusivity -- Coercion, Groupthink, Bias, and Inherent Discrimination-(An Application of Collective Thought) -- The Need to Survive and Reproduce -- Reexamining our Subconscious and Unconscious Mind -- We Are More Alike Than Different-Genomically Speaking.

Changing U.S. Age, Racial and Ethnic Demographics and Their Impact on Higher Education (An Application of Collective Thought) -- Gen Y (Millennials) and Gen Z Cultural Cohort Demographics: Social, Political and Economic Perspectives and Implications (An Application of Collective Thought) -- Demographic Leadership-A First of Its Kind Diversity Leadership Online Course in a Tier-1 University Doctorate Degree Program (A Collective Application of Thought) -- Chapter 24. Effective Communication Skills -- Encoding and Decoding Skills -- Basic Rules for Addressing an Audience -- Questions After the Presentation -- Nonverbal Communication Skills -- Listening Skills -- Reading Skills -- Skipping Judiciously -- Communication Barriers -- Organizational Communication -- Conducting an Effective Meeting -- Chapter 25. Change Management-People, the Hardest Part -- Organizational Development-The Context of Change -- Models of Change Management -- Activities or Phases of the Change Management Process -- Why Change Fails -- Trust Through Character, Communication, and Capability -- Managing Our Own Personal Change -- Running the Academy as a Business (An Application of Collective Thought) -- The Synergistic Implications of Personal Ownership (An Application of Collective Thought) -- Creating Pride in Individual Efforts -- How to Create Vision through Market-Based Analysis -- Ownership Can Create Motivation -- Fear Can Equally Stifle Action -- Motivation is Hampered Through Entitlement -- Closing Thoughts -- Appendix A-Evaluating the Program Plan -- Committee of Stakeholders -- Primary Activities -- Interviewing Program Participants -- Outcome-Based Evaluation Methodology -- Summary of Outcome-Based Evaluation Data Analysis Method -- Appendix B-Executing the Program Plan -- Appendix C-Changes to the Program Plan -- Recognizing Changes -- What Is a Change?.

What Determines How a Contract Is Changed?.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.