You’re now responsible for a programme, or you’ve got a portfolio to manage? Where do you start? Right here!

Projects are not simply the bread and butter of an organisation. Form them into programmes or portfolios and they can be prioritised and integrated to deliver change to your organization in line with your strategic vision. You will be able to control costs and risks and bring together a complex series of themes effectively.

This overhauled second edition now combines portfolio management as a parallel theme with programme management, and it is brought in line with the current thinking of the Association for Project Management and the Project Management Institute. It is written for managers in both the public and private sectors. This new edition includes half a dozen short case studies (from Belgium’s Fortis Bank, a software company, local government, and central government), along with more on cross-functional management.

Together with Project Management Demystified, also from Routledge (third edition, 2007), it provides the tools to manage your projects, your programmes and your portfolio to a very high level.

Contents

Introduction. Programme Management; Portfolio Management; Differences between programmes, portfolios and projects; Differences between UK and US terminology. Doing the Right Projects. Selecting Programmes of Change; Delivering strategic change; Levels of maturity in selecting and prioritising projects and programmes; Barriers to effective change; Benefits and the management of benefits. Doing Projects Right. Managing a portfolio of projects; The relationship between programme manager and project manager; The relationship between portfolio manager and project manager; Managing multiple resources across multiple projects; Dealing with business as usual; Programme risk management. Roles and Relationships. Programme Management Roles and Relationships; Matrix Management; The relationship between project managers and line managovernance. Methodologies – Managing Successful programmes, PMI Program Management Standard, PMI Portfolio Management Standard; Forms, reports and more reports. Some dangers of excessive governance. Programme and Project Offices. Roles and responsibilities; Expectations and delivery; Risks and benefits. References. Websites, other publications and sources.

Author Bio

Geoff Reiss is Senior Architect with Program Management Group plc. He has extensive experience in the construction industry and has grown into the project management specialism over a varied career.

Paul Rayner After an early career with IBM in Australia Paul Rayner began a lifelong interest in the best ways of managing large scale corporate projects. He was a Commercial Projects Manager for Cybernet Timesharing in the 70’s, and principle of Great Northern Computer Services. After gaining his MBA he joined Logica plc as a Management Consultant, where he worked until his retirement in 2011. He chaired the Associat...