We detail what characterizes a successful program and what it is that makes some program managers consistently successful and others consistently marginal.
What makes some program managers consistently successful and others consistently marginal or average? Before we dive into this question, let’s detail what characterizes a successful program. The key factors are:
Stability of operations and operations becoming more efficient
A proper, strategically identified balance between operations and development/new projects
Projects delivered on time and on budget
Clear lines of accountability
Stable, well – understood budget process
Professional growth of program personnel
Clear, well- understood project management and decision processes
Clear objectives for success
Constant alignment with the strategic or organizational vision
All of the above are subset or result of the culture the program manager must develop. A positive, supportive, structured culture makes programs self – regulating and success automatic.
The program manager is, in essence, an icon. As the icon, he or she serves as the focal point for the entire program, and others imitate his or her behavior; both the good and the bad. Therefore, the program manager must always remain cognizant that in this role of leader, he or she sets the organization’s tone. If the program manger is a screamer, the organization is likely to scream. If the program manager is enthusiastic, the organization is likely to be enthusiastic. Whatever trait the leader displays seeps into the organization over time.
The Handbook of Program Management James T. Brown R699.00
As a program manager, you are first and foremost a leader--one who must create, manage, and continually improve a culture that ensures the success of your project managers. Establishing and maintaining processes that greatly reduce the chances of project failure is paramount to achieving the competitive edge your company seeks.
The Handbook of Program Management gives program managers at all levels the techniques to put such processes in place as well as consistently integrate new technology and new people into these processes, thus producing superior products and services. Dr. James Brown, an internationally recognized authority in program and project management, explains how to strike a crucial balance between operations and project implementations-the precise point where you must nurture repeatable success.
Outlining the differences between the roles of program and project managers, Dr. Brown provides proven principles for establishing a successful program management culture that is supported by enthusiastic personnel and stakeholders. He shows you how to develop the attributes of an effective program manager, from having a vision and strategy for long-term improvement to assessing people and building relationships to analyzing a myriad of means for accomplishing program objectives. You'll see how to
Readily adapt to changing business conditions and turn chaos into clarity
Mentor and coach project managers in terms of stakeholder management
Make strategic program process decisions that positively impact your culture
Build strong teams on multiple levels
Plan an effective program execution
Manage risk in an environment of uncertainty
You'll also learn the keys to proper portfolio management and how to capitalize on positive program outcomes. Nowhere else will you find such comprehensive, authoritative information on meeting the new standards of program management--Dr. Brown's The Handbook of Project Management is the definitive resource.