Mastering Project, Program, and Portfolio Management
Models for Structuring and Executing the Project Hierarchy

Project management doesn’t exist in a vacuum. You can’t manage projects well unless you understand where they fit in today’s complex organizations. Today, that means developing a clear understanding of the linkages between project and operations management, and the interrelationships between project, program, and portfolio management.

In this unique book, Gary Lister draws on his unsurpassed experience in complex PM environments to fully illuminate all of these connections, and make them work for you, not against you. Lister reveals subtle organizational influences that can powerfully influence your success, addressing issues ranging from metrics and staffing to culture and process.

Lister concludes with an expert introduction to the Project Management Office (PMO). He will help you determine whether you need a PMO; successfully participate in implementing one if you do, and effectively manage projects under a PMO’s supervision if one already exists.

• Compare project and operations management, and recognize their interrelationships
• Master core project/program management techniques every PM needs
• Compare program and project management, and understand their linkages
• Centrally manage project portfolios to achieve your organization’s strategic objectives
• Understand PMOs, determine whether you need one, and if so, successfully implement it
• Efficiently manage projects with PMO oversight

All you need to know to organize projects, programs, and portfolios for maximum value

• The first PM guide 100% focused on organizing projects, programs, and portfolios
• Shows how to develop and implement a successful Project Management Office (PMO)
• Helps you integrate business functions that must work together for projects to succeed
• For all project managers, at all levels of experience, in any organization

Master all the modern project, program, and portfolio organization techniques you need, in one focused tutorial!

Long-time defense project manager and operations management instructor Gary Lister focuses on several make-or-break issues in large-scale project management: organizational structure, PM linkages with operations, and key interrelationships amongst projects, programs, and portfolios. Unlike other books, which address these issues only in passing, this book drills down to offer real-world concepts, in-the-trenches insights, actual case studies, and proven applications.

Whether you’re an experienced project manager or a newcomer, you’ll gain a clear understanding of the tightly interconnected levels of project, program, and portfolio management—so you can succeed with any of these responsibilities, in any environment.

Preface xvi

Chapter 1: Project Management Roots and Understanding the PMBOK Guide 1

Introduction 1

Learning Objectives 2

Why Are Projects Important? 3

Common Causes of Project Failure 4

Who Are Project Managers? 6

Project Management Roots 8

Key Concepts of Project Management 9

The PMBOK Guide—the Standard 9

The PMBOK Guide’s 5 Project Management Process Groups 11

The PMBOK Guide’s 10 Knowledge Areas 12

The PMBOK Guide’s 47 Project Management Processes (in Process Group then Knowledge Area Order) 12

How to Use the PMBOK Guide 15

Where the Activity Occurs 18

Project Management Issues Not Addressed by the PMBOK Guide 23

Emerging Issues Likely to Be Addressed in Future Editions 26

Common Project Management Methodologies 27

Summary 35

Key Terms You Should Know 35

Discussion Questions 36

Exercises 38

Final Points 38

Chapter 2: What Is a Project? 41

Introduction 41

Learning Objectives 42

PMBOK Guide Concepts Covered in this Chapter 42

What Projects Are Not 42

What Are Projects? 43

The Project Triangle 47

Projects Often Present Special Challenges and Opportunities 48

What Are Ongoing Operations? 49

Where Do Projects Come From? 50

There Are Valuable Lessons in Project Management History 50

How Projects Differ from Programs and Portfolios 50

The Manager 51

PMI Certifications 52

Summary 57

Processes and Procedures 58

Key Terms You Should Know 59

Discussion Questions 60

Exercises 64

Final Points 65

Chapter 3: Operations Management and Project Management 67

Introduction 67

Learning Objectives 67

What Is Operations Management 68

What Are Goods and Services? 70

Where Operations Management and Project Management Differ 75

What the PMBOK Guide Says About Operations Management 75

The History of Operations Management 77

The Industrial Revolution 78

The Scientific Management Era 79

Summary 81

Key Terms You Should Know 82

Discussion Questions 82

Exercise 83

Final Points 83

Chapter 4: Organizational Influences 85

Introduction 85

Learning Objectives 86

Charting the Organizational Influences and Culture 86

Where Projects Fit in the Organization 88

Organizations Shape the Projects—and Vice Versa 89

Culture and Style also Shape Projects 90

Organizations 91

Organizational Communications 93

Organizational Structure Also Has an Impact 93

Summary 94

Key Terms / Review 94

Discussion Questions 95

Exercise 96

Chapter 5: Project Management 97

Introduction 97

Learning Objectives 99

Start Simply 100

Add as Required 100

Larger Projects 101

I Was There 102

Chaos Reigns 102

My Projects and Project Management Office 104

Choosing Wisely 105

The Differences 108

The Need 108

The Commonalities 110

Change 111

The Environment 111

The Challenges of Project Management 112

Project Management Skills 113

Project Success 117

Project Management Functions 118

Initiate, Define, Start 119

Summary 127

Key Terms / Review 128

Discussion Questions 128

Exercises 130

Chapter 6: Program Management 131

Introduction 131

Learning Objectives 131

A Program 132

Everyone Has 133

My Programs 133

Not Just Bigger and More 134

Programs Are Large 135

Key Differences in Job Focus 137

Summary 137

Discussion Questions 138

Final Points 138

Key Terms You Should Know 139

Exercise 139

Chapter 7: Portfolio Management 141

Introduction 141

Learning Objectives 141

If It Works 142

Portfolios Consist of Projects 142

Project Portfolio Flow 143

Visual Portfolio 145

Start Simply—But Start 147

Summary 148

Discussion Questions 149

Exercise 149

Chapter 8: The Project Management Office 151

Introduction 151

Learning Objectives 151

Tipping Point 152

What Is a PMO? 152

What’s Changing with PMOs? 154

Accidents 155

ARMIS 156

Structure? Or No Structure? 158

What a PMO Might Look Like 159

A Portfolio of Projects 162

Dance with the One Who Brought You 162

The PMBOK Guide on PMOs 163

Summary 164

Key Terms You Should Know 164

Discussion Questions 165

Exercises 165

Final Points 166

Appendix A: Knowledge Area from the PMBOK Guide 167

Appendix B: Project Management Institute: Code of Ethics and Professional Conduct 175

Index 185