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A Management Framework for Project, Program and Portfolio Integration

by R. Max Wideman

260 pages; quality trade paperback (softcover); illustrated; catalogue #04-0614; ISBN 1-4120-2786-1; US$45.00, C$45.00, EUR32.50, £22.52

Max presents a framework for an in-depth understanding of project, program and portfolio management to satisfy the needs from the top executive to the student practitioner based on over 40 years' experience.

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About the Book      About the Author      Excerpts      Catalogue Information

About the Book

With simplicity in mind, A Management Framework for Project, Program and Portfolio Integration tackles the complex and sometimes intimidating environment of projects. Only if you understand project management can you do it right. Therefore the contents are illustrated with copious graphic illustrations and bullet lists that should meet the needs of senior management searching for a quick understanding of the major issues down to the student studying the subject from the ground up.

The book is divided into four main sections:

• Part I

Introduces and defines project, program and portfolio management, describes typical content and discusses basic first principles. This provides the reader with the basis for further reading and study

• Part II

Focuses on structure and distinctive characteristics of the project life span. The evolution of models of project management over three decades help the reader to develop a mental image of the complex of processes. This is extended into new territory to incorporate portfolio management with a view to better project selection decision-making.

• Part III

Explores the uniquely dynamic nature of the project management environment, both internal and external, with advice on how best to manage both. This section deals with the practical realities of a project and so is possibly the most challenging and of most immediate use.

• Part IV

Expands the horizon by taking a look at the merits and options for a program management office and how to get going with portfolio project management. This section also takes a more advanced look at portfolio project selection and how to avoid suboptimal portfolio groupings.

• Part V

Provides some final thoughts with a focus on success and the future of project management.

• The Appendices

Include useful reference lists covering institutional learning, project management applications and a short glossary of the most common project management terms.

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About the Author

Max Wideman is a professional engineer with hands-on experience as corporate executive, project director and project manager. He has seen the project management process from the perspective of owner, developer, engineer, contractor and government agent. As well as design and engineering projects, his experience includes systems, social and environmental projects.

Max is a Fellow, past president and chairman of the Project Management Institute, for whom he developed the 1987 version of the Project Management Body of Knowledge. He is also a Fellow of the Institution of Civil Engineers (UK), the Engineering Institute of Canada, and the Canadian Society of Civil Engineering.

He has lectured or presented papers in eleven countries and has contributed books, chapters, papers and articles on many project management topics. His web site provides a wealth of practical project management advice to practitioners at http://www.maxwideman.com

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Excerpts

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Catalogue Information

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