LEADER 05317nam 2200649 450 001 9910807060603321 005 20200520144314.0 010 $a1-118-41741-0 010 $a1-118-91994-7 010 $a1-118-42076-4 035 $a(CKB)3710000000214284 035 $a(EBL)1757614 035 $a(SSID)ssj0001289290 035 $a(PQKBManifestationID)11949745 035 $a(PQKBTitleCode)TC0001289290 035 $a(PQKBWorkID)11307738 035 $a(PQKB)11688652 035 $a(OCoLC)880672233 035 $a(Au-PeEL)EBL1757614 035 $a(CaPaEBR)ebr10902087 035 $a(CaONFJC)MIL633684 035 $a(CaSebORM)9781118383018 035 $a(MiAaPQ)EBC1757614 035 $a(PPN)189488530 035 $a(EXLCZ)993710000000214284 100 $a20140815h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aManaging complex projects and programs $ehow to improve leadership of complex initiatives using a third-generation approach /$fRichard J. Heaslip 210 1$aHoboken, New Jersey :$cWiley,$d2014. 210 4$d©2014 215 $a1 online resource (330 p.) 300 $aDescription based upon print version of record. 311 $a1-118-38301-X 320 $aIncludes bibliographical references and index. 327 $aManaging Complex Projects and Programs: How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach; Copyright; Contents; Preface; Acknowledgments; Part 1: Professional Project and Program Management-Yesterday and Today; Chapter 1: The Exhilaration and Exasperation of Project and Program Leadership; Leading Projects and Programs; Chapter 2: The Emergence of Project Management: First-Generation Programmatics; Project Management's Beginnings; Project Management Processes; A Growing and Challenging Profession; Organizational Responses 327 $aChapter 3: The Evolution of Project Management: Second-Generation ProgrammaticsPhase-Gate Approaches; Circumstance-Specific Approaches; Current Perspectives and Needs; An Identity Crisis; A Time for Action; Chapter 4: Rethinking the Roles and Responsibilities of Project Management Professionals; The Exasperados; Programmaticists and the Management of Complexity; A New Credo; Understanding Project and Program Complexity; Operational Uncertainty and Complexity; Outcome Uncertainty and Complexity; Stakeholder Uncertainty and Complexity; Environmental Uncertainty and Complexity 327 $aOrganizational Uncertainty and ComplexityReactions to the Complexity Framework; Use of the Complexity Framework; Chapter 5: Stakeholder Views about the Roles and Responsibilities of Programmaticists; Diversity of Views; Three Conceptions of a Programmaticist's Role; The Traditionalist Perspective; The Operationalist Perspective; The Inclusivist Perspective; Adoption and Value; The Need for Different Kinds of Programmaticists; Chapter 6: Modern Problems with Traditional Management Models; The Two-Party Fully Governed Project Oversight Model; Limitations of the Model 327 $aProblems with Background DocumentsProblems with Operational Decision Making; Problems with Strategic Decision Making; Unsatisfied Needs for Expertise; A Search for Solutions; Chapter 7: Adaptations of the Traditional Two-Party Fully Governed Project Oversight Model; Stakeholder Stories; Organizational Growth; The Benefits of Growth; Responding to Growth-Related Challenges; Operational, Technical, and Strategic Review Committees; The Unintended Consequences of Review Committees; Impact on Decision Making and Programmatic Complexity; Portfolio Expansion 327 $aThe Benefits of Pursuing Larger Numbers of ProjectsResponding to Portfolio-Related Challenges; Mixed-Function Review and Governance Committees; Business Governance Committees; More Unintended Consequences; Increased Project Size, Uncertainty, and Complexity; The Benefits of Large and Uncertain Projects; Establishment of Within-Project Infrastructure; The Unintended Consequences of Within-Project Infrastructure; The Establishment of Specialty Review and Governance Committees; The Unintended Consequences of Specialty Review and Governance Committees; Challenges Ahead; Chapter 8: Moving Forward 327 $aOther Approaches 330 $aManage projects and programs with an innovative new framework that rethinks complex endeavors Despite being a major process in PMI's A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and having its own standard document and certificate designation based on successful experience and passing of an exam, program and project management remains one of the most difficult concepts to master successfully in today's increasingly complex and ever-evolving global business environment. Managing Complex Projects and Programs: How to Improve Leadership of Complex Initiatives Using a Third- 606 $aProject management 615 0$aProject management. 676 $a658.4/04 686 $aBUS101000$2bisacsh 700 $aHeaslip$b Richard J.$f1955-$01649018 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910807060603321 996 $aManaging complex projects and programs$93997521 997 $aUNINA