738 Pages
    by Routledge

    Programme management involves managing a portfolio of projects that deliver organizational changes of strategic significance. Whilst project management focuses on the delivery of products, programme management emphasises the delivery of change and business benefits. The techniques involved, which emerged in the mid-nineties, solve many of the perceived shortcomings of traditional project management, especially within the high-technology sector, by delivering organizational improvements in a predictable and efficient manner. This Handbook provides authoritative guidance and advice, templates, concepts, systems and approaches on every aspect of successful programme management. The main part of the handbook presents a detailed description of the whole programme management process, together with the requisite supporting infrastructure essential for the delivery of planned programme outcomes. The book also includes The Programme Management Maturity Model, a benchmarking tool covering the ten key processes within programme management, plus the Programme Management Improvement Process: a step-by-step guide to improving an organization's ability to deliver change. This is a definitive reference to Programme Management written by six of the most experienced practitioners in this area: Geoff Reiss, Malcolm Anthony, John Chapman, Geof Leigh, Adrian Pyne and Paul Rayner.

    Contents: Part I: Introduction; The programme management process. Part II A Supporting Infrastructure: Programme organization and governance; Programme planning and control; Benefits management; Stakeholder management; Management of risks and issues; Programme assurance and quality; Configuration management; Internal communications; Programme accounting and financial control; Management of scope and change; The programme office; Programme knowledge management. Part III Programme Management Maturity: Measuring programme management maturity; The Programme Management Improvement model. Appendices: Glossary; Sources of additional information; Worked example of a programme definition document. Index.


    Geoff Reiss founded and is today Senior Architect at the Program Management Group plc. He was also co-author of Apple Project Manager, Pertmaster and Pertmaster Advance software systems, and founder and features editor of Project Management Today magazine. He is the Chairman of ProgM. Malcolm Anthony is an Independent Consultant (ProjectProject Ltd). Previously he was a Director at PricewaterhouseCoopers Consulting Services. John Chapman is Programme Director for Touchstone Ltd, and Treasurer of ProgM. He is author of the book ’Project and Programme Accounting’ published by Project Manager Today publications. Geof Leigh is Director of Goldart Ltd and has held project and programme management posts with a subsidiary of Sun Alliance, The Press Association and GE Capital Bank. Adrian Pyne is a senior consultant with wide industry experience including telecommunications, finance, e-commerce, aviation and government programmes. He is also the Secretary of ProgM. Paul Rayner is Managing Consultant within the Public Sector Division of LogicaCMG and is Vice-Chairman and Research & Development Secretary for ProgM. ProgM is the Programme Management Specific Interest Group for the Association for Project Management and the British Computer Society.

    'Gower's Handbook of Programme Management received an enthusiastic reception at its launch. Andrew Bragg, managing director of the Association for Project Management summed it up as "This is a very significant publication on a very important topic".' Project Manager Today