(eBook PDF) The Handbook of Program Management:
How to Facilitate Project Success with Optimal
Program Management, Second Edition install
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,
, Acknowledgments
To all those who took time out of their busy schedules to provide valuable
feedback on this book, to the thousands of participants in my training classes I
have listened to and learned from over the years, and to my clients and former
NASA colleagues and leadership, it has indeed been my pleasure to work with
each and every one of you.
I would be remiss without pointing out the names of some key individuals
who contributed directly or indirectly to this work or to my personal
development. In alphabetical order, they are Dr. Robert Armacost, Timothy
Bollo, John Blalock, Janice S. Brown, Judith Elaine Brown, Vanessa F. Brown,
Chuck Bucher, Marilyn Buckner, Dwayne Burns, Napoleon Carroll, Kurt
Chenuz, Terry Clark, Dawn Crooks, Hugo Delgado, Valerie Denson, Ron
Dittemore, Kathy Ericsson, Labiche Ferreira, Deborah Gaines, Sandy Geroux,
Carmelia Gregory, Lyndon Godwin, Carl Green, Lou Heckler, Mark Howard,
William R. Humphries, James L. Jennings, Dave Jensen, Dave Jones, Dawn
Josephson, Stacy Kirpatrick, Michael C. Kostelnik, Gene Kranz, Mike
Leinbach, Dick Lyon, Arlene McClurg, Jackie Meadlock, Wes Meadlock, Bill
Miller, Howard Miller, Alison Mills Long, George Morrisey, Charlie Murphy,
Bob Myers, Leon Payne, Jessica Pelham, Tim Pelham, Dennis Peters, Amy
Piper, Stephen Pittotti, Benjamin Price, Bob Rich, Joyce Riquelme, Glen
Salow, Donald Savoy, Ralf Schuhmann, Marilyn Scott, Roland Seidl, Bob
Sieck, Tip Talone, John Washek, Sandeep Wilkhu, Rick Williams, Ben Wilson,
and Christy Woodruff.
I am very grateful to my wife, Vanessa, and my sons, Jonathan and Steven,
for enduring the long hours and juggled family schedule that was necessary to
make this book a reality.
, Introduction
The advantage—the competitive edge—leading companies today require is
process. Not overwhelming process for process’s sake but well thought out
strategic process in the right amount, based on the organization’s context. Why
is process important to a company and to program management? Just look at
the nightly news. A month or a quarter doesn’t go by without some widely
recognized organization or company publicly acknowledging a major project
disappointment. Additionally, the late delivery and cost overruns of projects
often cause turmoil and upheaval within organizations. That’s why the
companies that survive and thrive today and that will survive in the future will
be those which have processes in place and can repeatedly integrate new people
and new technology into their existing processes, thus producing superior
products and services.
Although technology and people are definitely important, they are just
inputs that support the process. Process allows an organization to exist years
from now when most of the technology is different from today’s and a good
portion of the workforce has changed.
Consider the products or services any technology company made and sold
5 to 10 years ago compared with what it makes and sells today. Perennially
successful companies have a process that allows them to take new technology
and people and use both to produce a quality product. What those products will
be a few years from now is anyone’s guess, but a process must be in place that
will facilitate their development. Yes, innovation can still be a driving force for
a company, but innovation without process is short-lived. In fact, companies
with a pure innovation strategy usually have a process for that but not too
much process. Process without leadership is sterile, and leaders must drive
process so that it facilitates success instead of obstructing it.
This leads us to the role of the program manager, the individual leader who
is responsible for delivering a major product or service while improving that
product or service and enabling the organization to continually outperform the
How to Facilitate Project Success with Optimal
Program Management, Second Edition install
download
https://ebookluna.com/product/ebook-pdf-the-handbook-of-program-
management-how-to-facilitate-project-success-with-optimal-
program-management-second-edition/
Download more ebook instantly today - Get yours now at ebookluna.com
,
, Acknowledgments
To all those who took time out of their busy schedules to provide valuable
feedback on this book, to the thousands of participants in my training classes I
have listened to and learned from over the years, and to my clients and former
NASA colleagues and leadership, it has indeed been my pleasure to work with
each and every one of you.
I would be remiss without pointing out the names of some key individuals
who contributed directly or indirectly to this work or to my personal
development. In alphabetical order, they are Dr. Robert Armacost, Timothy
Bollo, John Blalock, Janice S. Brown, Judith Elaine Brown, Vanessa F. Brown,
Chuck Bucher, Marilyn Buckner, Dwayne Burns, Napoleon Carroll, Kurt
Chenuz, Terry Clark, Dawn Crooks, Hugo Delgado, Valerie Denson, Ron
Dittemore, Kathy Ericsson, Labiche Ferreira, Deborah Gaines, Sandy Geroux,
Carmelia Gregory, Lyndon Godwin, Carl Green, Lou Heckler, Mark Howard,
William R. Humphries, James L. Jennings, Dave Jensen, Dave Jones, Dawn
Josephson, Stacy Kirpatrick, Michael C. Kostelnik, Gene Kranz, Mike
Leinbach, Dick Lyon, Arlene McClurg, Jackie Meadlock, Wes Meadlock, Bill
Miller, Howard Miller, Alison Mills Long, George Morrisey, Charlie Murphy,
Bob Myers, Leon Payne, Jessica Pelham, Tim Pelham, Dennis Peters, Amy
Piper, Stephen Pittotti, Benjamin Price, Bob Rich, Joyce Riquelme, Glen
Salow, Donald Savoy, Ralf Schuhmann, Marilyn Scott, Roland Seidl, Bob
Sieck, Tip Talone, John Washek, Sandeep Wilkhu, Rick Williams, Ben Wilson,
and Christy Woodruff.
I am very grateful to my wife, Vanessa, and my sons, Jonathan and Steven,
for enduring the long hours and juggled family schedule that was necessary to
make this book a reality.
, Introduction
The advantage—the competitive edge—leading companies today require is
process. Not overwhelming process for process’s sake but well thought out
strategic process in the right amount, based on the organization’s context. Why
is process important to a company and to program management? Just look at
the nightly news. A month or a quarter doesn’t go by without some widely
recognized organization or company publicly acknowledging a major project
disappointment. Additionally, the late delivery and cost overruns of projects
often cause turmoil and upheaval within organizations. That’s why the
companies that survive and thrive today and that will survive in the future will
be those which have processes in place and can repeatedly integrate new people
and new technology into their existing processes, thus producing superior
products and services.
Although technology and people are definitely important, they are just
inputs that support the process. Process allows an organization to exist years
from now when most of the technology is different from today’s and a good
portion of the workforce has changed.
Consider the products or services any technology company made and sold
5 to 10 years ago compared with what it makes and sells today. Perennially
successful companies have a process that allows them to take new technology
and people and use both to produce a quality product. What those products will
be a few years from now is anyone’s guess, but a process must be in place that
will facilitate their development. Yes, innovation can still be a driving force for
a company, but innovation without process is short-lived. In fact, companies
with a pure innovation strategy usually have a process for that but not too
much process. Process without leadership is sterile, and leaders must drive
process so that it facilitates success instead of obstructing it.
This leads us to the role of the program manager, the individual leader who
is responsible for delivering a major product or service while improving that
product or service and enabling the organization to continually outperform the
