Managing Complex Projects and Programs (HEASLIP: MANAGING COMPLEX PROJECTS AND PROGRAMS) || Index

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    INDEX

    Ackoff, Russell, 136Archeology, organizational, 134

    Background documents, 8387, 105, 116, 219

    Burning platform, 225226

    Centaur:building a, 148153,

    218219,236of excellence, 152programmaticist(s) as 147148

    Clinical study outputs versus outcomes, 20, 202

    Coffee house project, 34Committee(s):

    cross-functional, 1419, 93, 105, 108, 116117

    governing agility of, 8992business 117121, 287capabilities, 9294capacity, 83, 91, 102, 228decisions, 85, 107108,

    189192delegation of responsibilities,

    139140, 234235, 241effi ciency, 8692integration role, 272, 281limitations, 8183meetings, 87members, 83, 86, 90, 114115oversight of programs,

    204209

    oversight of projects, 14, 7783, 202204

    primary, 98, 105, 127roles and responsibilities

    30, 64, 7782, 88, 9495, 115116, 163164, 196209, 223, 227, 272

    secondary, 98, 100105, 118,293

    specialty, 95, 123, 130134,139

    review benefi ts of, 98, 101102business, 117121governance by, 107mixed function, 116117operational, 102103portfolio, 117resource, 117secondary, 98, 100105,

    293specialty, 123, 131strategic, 103technical, 103unintended consequences,

    105109, 111, 119121, 133134

    Complex adaptive system(s), 159169, 198, 211, 220, 255256, 275, 283

    Complexity:directional. See Stakeholderenvironmental

    defi nition, 50, 287

    Managing Complex Projects and Programs: How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach by Richard J. Heaslip, PhDCopyright 2014 Richard J. Heaslip. All rights reservedPublished by John Wiley & Sons, Inc., Hoboken, New Jersey

  • 300 INDEX

    Complexity (continued )management of, 5057,

    151152, 196199, 204, 223, 272273

    mystery, misery, and mastery, 57operational

    defi nition, 44, 289management of, 4445,

    141148, 151152, 184,196, 198, 204, 209, 231232, 251, 257, 271

    organizational defi nition, 52, 290management of, 5253,

    141144, 147, 279outcome

    defi nition, 46, 290management of, 4647, 141,

    144149, 151152, 168, 179, 192193, 196, 227, 229, 251, 263268

    programmatic, 41, 142148, 292, 296297

    Rubiks Cube, 5759stakeholder, 4849

    defi nition of, 48, 293management of, 4849, 196,

    198, 204, 219Complexity leadership theory,

    159164, 167168, 172, 183, 266

    Credo(s), 17, 30, 3941, 141, 292Crown vetch, 9495

    Enabling conditions, 78, 82, 287Enterprise-resource and project

    management (ERPM) systems, 111

    Exasperados:complexity management,

    71,162

    defi nition of, 35, 288perspectives of, 3540, 53

    First-generation programmatics. See Programmatics, fi rst generation

    First-generation programmatic systems. See Programmatics, fi rst generation

    Five-complexities framework: defi nition of, 4243, 288reactions to, 5355use(s) 55

    Gantt charts, 17, 45Guide to the Project Management

    Body of Knowledge (PMBOK), 183

    Handey, Jack, 34

    Industrial Age, 13, 1617, 64, 74,100101, 124, 200, 212,231

    Inclusivist approach (or perspective), 6870, 74, 144148, 231232, 289

    Inclusivist(s), 6875, 145148, 162, 231232, 251252, 264268

    Leadership:administrative, 161164adaptive, 161169, 171181,

    189, 191, 196198, 201, 203212, 217220, 227, 234, 249, 256, 274

    behaviors, 7374, 223, 252269,278

    challenges, 264268

  • INDEX 301

    competency research, 260264,297

    enabling, 161166, 196198, 201, 203212, 219220, 234, 274

    operational, 163167, 173, 196198, 201, 203212, 217220, 234, 274

    persona(s), 250251programmatic, 152, 173, 193,

    247, 249, 252, 256258, 266269, 282

    project and program, 46, 173181, 250, 297

    responsibilities, 19shared, 152, 220 specialists, 280281style(s), 22, 74, 188, 212,

    218,248command-and-control 22,

    25,71, 173, 179, 217, 237,266

    learn-and-adapt 22, 25, 173, 179, 217, 237, 266

    system, 9, 167, 196, 201202, 268269

    Line function(s):advantages of, 1317executive(s) (leaders) opinions,

    14, 73, 7980, 100137, 144, 241242

    subgroups, 100101

    Managing Successful Programmes, 176177

    Operational Integrator. See Operational savant, integrator role

    Operational savant, 141143, 147148, 151152, 184,

    186, 193, 195, 218220, 231, 238, 252253, 257, 274, 276, 278

    integrator role, 142143, 166167, 219221, 265, 272273, 281

    Operationalist approach (or perspective), 6667, 7075,140145, 231232, 252, 290

    Operationalist(s), 6667, 7075, 140145, 231233, 250252, 264267, 278

    Organization(s): downsizing, 137139growth, 99100, 110, 114, 137breakdown structure(s),

    101,212Outcome sage, 144148, 151152,

    167168, 171, 183, 186, 191, 193, 195, 218221, 228231, 235, 238239, 244, 252, 253, 257, 263, 274, 278

    integrator role, 167, 169, 219221, 256, 265, 275,281

    Oversight model(s) or system(s):fully empowered, 232,

    258, 289fully governed, 7795, 144, 159,

    166, 191, 226, 231232, 258, 288289

    adaptations of, 97135multi-party, 107, 117,

    160, 230operationally empowered, 232,

    258, 289290three-party. See also

    Programmatics, third generation

  • 302 INDEX

    Oversight model(s) or system(s) (continued )

    benefi ts of, 150151, 158, 167, 195, 198199, 213, 219, 222225, 229, 246

    challenges, 229244, 264268choosing, 226229, 276282defi ning, 148153, 197202managing projects and (sub)

    programs, 203213two-party. See also

    Programmatics, fi rst generation, and Programmatics, second generation

    adaptations of, 97135, 140, 148, 229235

    challenges, 97135, 150151choosing, 226229, 275276limitations of, 8183, 164,167traditional, 7795, 144,

    200206, 212

    PERT chart, 17, 45Phase gate approaches, 2526PMO (project or program

    management offi ce), 111, 213, 245

    Product manager, 189Program(s):

    benefi ts of distinguishing from projects, 213217

    defi nition(s), 128129, 174180,185192, 214, 290291, 296

    leadership, xiixv, xix, 38, 173, 193, 221, 247260

    outputs and outcomes, 7, 1822, 2540, 59, 8991, 103, 129, 185192, 202, 207, 210

    managing, 4347, 5355, 66, 72, 145

    sponsorship of subprograms, 209212

    Program manager(s). See also outcome sage

    autonomy and authority, 142, 144, 203, 230235, 278

    assigning, 235240defi nition, 182, 291reporting relationships,

    240244responsibilities, 146149,

    171174, 182186, 195213

    titles, 38, 146, 185186, 233,265

    Program management: behaviors, 143, 251260benefi ts of distinguishing from

    project management, 217223

    competency research, 260264defi nition, 180181, 291, 296departments, 244246reporting relationships,

    240244standards, 45, 4950, 53, 65, 69,

    174177, 180182, 192, 248, 275, 280, 295

    Program management offi ce. SeePMO

    Program oversight model. See Oversight model

    Programmatic science:defi nition 910, 53, 181,

    184,291departments of, 174, 241,

    244246maturity in, 229230

  • INDEX 303

    Programmaticist(s). See also Program Manager and Project manager

    autonomy and authority, 230235

    credo, 4041, 141, 198, 292defi nition of, 38, 292organizational athletes, 36roles and responsibilities

    Inclusivist(s), 6869, 70, 145150, 231233, 250252, 264268, 278

    Operationalist(s), 6667, 70,142144, 231233, 250252, 264267, 278

    re-examining, 140148signifi cance of differences,

    7275Traditionalist(s), 6366, 70,

    163, 231233, 250253, 264, 267268, 278

    titles, 38, 146, 185186, 233, 265Programmatic approach. See

    Programmatics Programmatics:

    defi nition, 10, 292fi rst-generation

    application of, 3032, 39, 197, 295

    approach, 1719, 45, 7580, 153, 203, 218, 252

    defi nition, 1819, 288 second-generation

    application of, 2933, 4749, 197, 295

    approach(es), 2629, 37, 146, 153, 158

    defi nition, 2223, 293 Exasperado reactions,

    3537, 40

    third-generationapplication of, 271275 approach, 153, 197213, 246assessing value of, 275279benefi ts, 213224, 229choosing, 226229, 276282defi nition of, 197200,

    231,294evolution to, 273275introducing, 195197implementing, 225226,

    229244roles and responsibilities,

    200209, 230235, 242243, 256

    twelve key questions, 275279

    Project(s): benefi ts of distinguishing from

    programs, 213217creation, 16daughter, 123129, 205, 209,

    211unintended consequences,

    126130defi nitions, 15, 184, 214,

    292,296infrastructure, 111, 123130

    benefi ts of, 123126unintended consequences of,

    126130leadership, xiixv, xix, 38,

    146152, 184, 227, 233234, 246260

    number, impact of, 111115outputs and outcomes, 7, 1822,

    2540, 59, 8991, 103, 129, 185192, 202, 207, 210

    managing, 4347, 5355, 66,72

  • 304 INDEX

    Project(s) (continued )parent, 85, 123124, 127128,

    210211phases, 17, 26, 132,

    139140, 205208, 277prioritization, 22, 78, 82, 103,

    108, 112118, 271team

    agility, 75, 89composition, 78formation, 1520high-performance, 68

    Project manager(s). See also operational savant

    assigning, 235240autonomy and authority, 142,

    144, 203, 230235, 278defi nition, 184, 293 responsibilities, 144, 149,

    184186, 195213, 272role as a conductor, 125title(s), 15, 38, 146, 185186,

    233, 265Project management:

    agile, 2627, 29, 31, 33, 37 beginnings, 1316benefi ts of distinguishing from

    program management, 217223

    complex, 27, 29, 31, 37credo, 17, 30, 3941, 141defi nition, 184192, 292, 296departments, 244246exasperation of, 69 exhilaration of, 45extreme, 2829, 37identity crisis, 31, 3536, 70, 73,

    146, 183, 186, 209introduction of, 15processes, 1719

    standards, 45, 4950, 53, 65, 69, 174177, 180183, 192, 248, 280, 295

    vending machine analogy, 10Project Management Institute 58,

    128, 175, 180, 183Project management offi ce. See

    PMOProject oversight model. See

    Oversight model

    Resource(s): allocation, 44, 50, 67, 79, 82,

    100, 111114, 126, 133, 138, 140, 203

    competition for, 111114estimates, 113review committees, 117120,

    163, 203, 205, 207, 271

    Secondary governance committee(s). See Committee(s), governing, secondary

    Secondary review committee(s). See Committee(s), review, secondary

    Second-generation programmatics. See Programmatics, second generation

    Second -generation programmatic systems. See Programmatics, second generation

    Stakeholder engagement and management, 4749, 58

    Subprograms, 128, 179182, 208212, 217

    Super-leaders, 281

  • INDEX 305

    Traditionalist approach (or perspective), 6366, 6975,88, 101, 231232, 252253, 294

    Traditionalist(s), 7075, 231233,250252, 264, 267268, 278

    Uncertainty:environmental

    defi nition of, 4950, 288signifi cance of, 50

    managing, 4352, 7778, 138146, 151, 157, 168, 179, 184, 192193, 196199, 204, 209, 218, 227231, 237, 244, 248, 251, 253, 257

    operational defi nition of, 43, 289

    signifi cance of, 4344, 141, 184, 196

    organizationaldefi nition of, 51, 290signifi cance of, 5152

    outcomedefi nition of, 45, 290signifi cance of, 46, 168,

    178179, 193, 196, 216stakeholder

    defi nition of, 4748, 293294

    signifi cance of, 48University of Pennsylvania,

    xv, xix

    VosSavant, Marilyn, 33

    Work breakdown structure(s), 125126