AN INNOVATIVE APPROACH FOR MANAGING COMPLEX INITIATIVES With the increasing demands of the global business environment, many leaders observe that their organizations struggle to manage complex strategic initiatives. Managing Complex Projects and Programs examines why and offers a solution. Drawing on the insight of experienced executives and program and project managers from a diverse range of real-world industries, Managing Complex Projects and Programs: Examines the common reasons for poor performance of modern projects and programs Introduces new guidelines and an innovative leadership framework for solving performance issues Provides organizations with a roadmap for redefining the roles of project and program management professionals Whether you are a current program or project manager, a student of program or project management, or an executive seeking to prepare your organization for a complex and uncertain future, Managing Complex Projects and Programs will challenge you to rethink your approach for managing strategic initiatives and ensuring your organization’s success

Table of Contents:
Preface xiii Acknowledgments xxi Part 1 Professional Project and Program Management—Yesterday and Today 1 Chapter 1 The Exhilaration and Exasperation of Project and Program Leadership 3 Leading Projects and Programs 4 Chapter 2 The Emergence of Project Management: First-Generation Programmatics 13 Project Management’s Beginnings 13 Project Management Processes 17 A Growing and Challenging Profession 19 Organizational Responses 21 Chapter 3 The Evolution of Project Management: Second-Generation Programmatics 25 Phase-Gate Approaches 25 Circumstance-Specific Approaches 26 Current Perspectives and Needs 29 An Identity Crisis 31 A Time for Action 32 Chapter 4 Rethinking the Roles and Responsibilities of Project Management Professionals 35 The Exasperados 35 Programmaticists and the Management of Complexity 38 A New Credo 40 Understanding Project and Program Complexity 41 Operational Uncertainty and Complexity 43 Outcome Uncertainty and Complexity 45 Stakeholder Uncertainty and Complexity 47 Environmental Uncertainty and Complexity 49 Organizational Uncertainty and Complexity 51 Reactions to the Complexity Framework 53 Use of the Complexity Framework 55 Chapter 5 Stakeholder Views about the Roles and Responsibilities of Programmaticists 61 Diversity of Views 61 Three Conceptions of a Programmaticist’s Role 63 The Traditionalist Perspective 63 The Operationalist Perspective 66 The Inclusivist Perspective 68 Adoption and Value 70 The Need for Different Kinds of Programmaticists 72 Chapter 6 Modern Problems with Traditional Management Models 77 The Two-Party Fully Governed Project Oversight Model 77 Limitations of the Model 81 Problems with Background Documents 83 Problems with Operational Decision Making 86 Problems with Strategic Decision Making 89 Unsatisfied Needs for Expertise 92 A Search for Solutions 94 Chapter 7 Adaptations of the Traditional Two-Party Fully Governed Project Oversight Model 97 Stakeholder Stories 97 Organizational Growth 99 The Benefits of Growth 99 Responding to Growth-Related Challenges 100 Operational, Technical, and Strategic Review Committees 102 The Unintended Consequences of Review Committees 105 Impact on Decision Making and Programmatic Complexity 107 Portfolio Expansion 110 The Benefits of Pursuing Larger Numbers of Projects 110 Responding to Portfolio-Related Challenges 111 Mixed-Function Review and Governance Committees 115 Business Governance Committees 117 More Unintended Consequences 120 Increased Project Size, Uncertainty, and Complexity 122 The Benefits of Large and Uncertain Projects 122 Establishment of Within-Project Infrastructure 123 The Unintended Consequences of Within-Project Infrastructure 126 The Establishment of Specialty Review and Governance Committees 130 The Unintended Consequences of Specialty Review and Governance Committees 133 Challenges Ahead 134 Chapter 8 Moving Forward 137 Other Approaches 137 Downsizing the Organization 137 Transferring Governance 139 Redefining the Role of a Programmaticist 140 Operationalist Approaches Re-Examined 140 Inclusivist Approaches Re-Examined 145 Building a Centaur 148 Elements of an Improved Project Oversight Model 153 Part 2 The Promise and Practice of Third-Generation Programmatics 155 Chapter 9 Leading Complex Endeavors 157 The Journey So Far 157 Leadership That Resolves Complex Problems 159 Critical Leadership Roles 163 Adaptive Leadership and the Outcome Sage–Programmaticist 168 Chapter 10 A New Perspective on Programs and Program Management 171 From Adaptive Leadership to Program Management 171 What Is a Program, Really? 174 Redefining Program Management 180 Redefining Projects and Project Management 183 Is It a Program or Is It a Project? 185 Barriers to Acceptance 192 Chapter 11 Introducing Third-Generation Programmatics 195 The Complexity-Management Roles of Project and Program Management 195 Defining Third-Generation Programmatics 197 Roles and Responsibilities in the Three-Party System 200 Projects Sponsored by Governing Committees 203 Programs Sponsored by the Governing Committee 204 Subprograms Sponsored by Programs 209 Other Activities Sponsored by Programs 212 Benefits Expected from the Third-Generation Programmatics Approach 213 Benefits of Distinguishing Projects from Programs 214 Benefits of Distinguishing Project Management from Program Management 217 Benefits of Implementing the Three-Party System 223 Chapter 12 The Decision to Implement Third-Generation Programmatics 225 Choosing Between Two-Party and Three-Party Systems 226 Challenges Faced When Implementing Third-Generation Programmatics 229 Organizational Maturity in the Programmatic Sciences 229 Defining Programmaticist Authority and Autonomy 230 (Re-)Assigning Current Project and Program Managers 235 Identifying and Assigning New Project and Program Managers 238 Defining Reporting Relationships for Program and Project Managers 240 Establishing Departments of Program Management and of Programmatic Science 244 Chapter 13 Developing Programmatic Leadership Competencies 247 The Needs of a Leader 247 Defining “Appropriate” Leadership Behaviors 253 Insights from Research on Program Management Competency 260 Leadership Challenges 264 Defining “Ideal” Leadership Systems and Behaviors 268 Chapter 14 Becoming a Third-Generation Programmatics Organization 271 Applying the Principles of Third-Generation Programmatics 271 Twelve Questions to Answer 275 Deciding to Use a Third-Generation Programmatic Oversight System 279 Life, Viewed Programmatically 282 Final Thoughts 283 Afterword 285 Glossary of Newly Introduced Terms 287 Suggested Readings 295 Standards and Guides in Program and Project Management 295 First- and Second-Generation Programmatics 295 Distinctions between Projects and Programs, Project Management and Program Management 296 Complexity Management 296 Program Leadership Competency Development 297 Index 299