Project and Program Management : A Competency-Based Approach.

Cover -- 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) -- The New Next Professional Working Adult Learner (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 -- Cohort Group (Gen Z -- iGen) -- Concluding Remarks on the Nurture Side -- 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 -- 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) -- 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 -- The Need to Survive and Reproduce -- Reexamining Our Subconscious and Unconscious Mind -- We Are More Alike Than Different-Genomically Speaking -- 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 -- Why Change Fails: 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 Example).

The Synergistic Implications of Personal Ownership (A Comprehensive Example) -- 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? -- How Do Contractual Relationships Affect Changes? -- Why Are Government Contract Changes Unique? -- Why Do Changes Occur? -- When Are Changes Likely to Occur? -- What Are the Elements of a Change? -- Common Names Given to Changes -- What Types of Change Orders Can Occur? -- Who Has the Authority to Order Changes? -- When Can Changes Be Ordered? -- What Changes Can Be Ordered? -- What Response Does a Change Order Require? -- When Is Changed Work Performed? -- Appendix D: Program Planning Master Process Flow -- Establish Planning Organization -- Establish Program Management Library -- Generate Requirements Database -- Generate Master Program Schedule -- Generate Preliminary Extended CWBS and Dictionary -- Generate Preliminary Responsibility Assignment Matrix -- Generate Intermediate Schedules -- Generate Preliminary Detailed Schedules -- Generate Human Resource Plan -- Establish Program Organization -- Post-Contract Award -- Glossary -- Bibliography -- Index.

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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.