1
P A R T
I
Executive Guide to Program
and Project Management
Part I is intended for top-level managers who are responsible for the
strategic direction and growth of their organizations, as well as for
those who hold responsibilities for project portfolios and the programs
and projects they contain. Part I is also directed to managers and project
management specialists at the program and project levels, to whom Part II
is primarily addressed, to enable them to appreciate more fully how the
discipline of project management has become an important factor in the
continued success of all complex organizations.
Part I provides the senior executive and others with an in-depth un-
derstanding of:
• The role that projects play in the strategic direction of an organiza-
tion and how project management is best integrated into the total
corporate structure (Chapter 1);
• The nature and key characteristics of programs and projects (Chap-
ter 2);
• The value and cost of, and ways to improve an organization’s project
management capabilities (Chapter 3);
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Executive Guide to Program and Project Management
• The three basic concepts that underlie modern project manage-
ment: integrative roles, integrative and predictive planning and con-
trol, and project teamwork (Chapters 4 through 6);
• Organizing the project management office and function (Chapter 7);
and
• Managing project portfolios, programs and multiple projects
(Chapter 8).
At the end of each chapter in Part I several “CEO Demands” are pre-
sented relating to the main topics of the chapter. These demands—each
one reasonable and achievable using today’s state-of -the-art—provide a
road map to top managers for moving their organizations toward achiev-
ing the full power of integrated strategic project management in this In-
ternet Age.
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1
Executive Overview of
Project Management
1.1 IMPORTANCE OF EFFECTIVE
PROJECT MANAGEMENT
Programs and projects are of great importance to all industrial, gov