Program Management for Improved Business Results by Dragan Z. Milosevic, Russ J. Martinelli, James M.

By Dragan Z. Milosevic, Russ J. Martinelli, James M. Waddell(auth.)

The necessity for info on software administration is extra severe now than ever prior to. PMIs improvement of a brand new normal on application administration is riding even better curiosity. even as, there are few books overlaying the topic, which supply functional solutions, benchmarks, and case reviews, in spite of the fact that, this e-book fills the distance. The authors specialize in either the macro point of integrating tasks and portfolios into the company approach and the micro point of coping with a unmarried software. It comprises 6 issue-oriented situations weaved in the course of the textual content, and an extra five complete instances within the appendix. the result's a blueprint for the winning implementation of application management.Content:
Chapter 1 Demystifying application administration (pages 3–31):
Chapter 2 The enterprise Case for software administration (pages 33–53):
Chapter three Aligning courses with company procedure (pages 55–90):
Chapter four dealing with and providing the complete Product (pages 91–107):
Chapter five this system staff (pages 113–144):
Chapter 6 application Definition and making plans (pages 145–168):
Chapter 7 application Execution (pages 169–199):
Chapter eight application procedures (pages 201–245):
Chapter nine application administration Metrics (pages 249–277):
Chapter 10 Strategic application administration instruments (pages 279–305):
Chapter eleven Operational application administration instruments (pages 307–347):
Chapter 12 software supervisor Roles and duties (pages 351–377):
Chapter thirteen application supervisor middle talents (pages 379–415):
Chapter 14 Transitioning to application administration (pages 419–458):
Chapter 15 this system administration place of work (pages 459–490):

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Extra info for Program Management for Improved Business Results

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Milosevic, R. J. Martinelli and J. M. Waddell Copyright © 2007 Dragan Milosevic, Russ Martinelli, and Jim Waddell. ISBN: 978-0-471-78354-1 33 34 THE BUSINESS CASE FOR PROGRAM MANAGEMENT • How program management can be used to manage increasing complexity and accelerated time-to-money goals, mitigate business risk, and manage the business’s return on development investment • How program management helps a company create a competitive advantage to outplay business rivals NEW DAY, NEW PROBLEMS The message of ‘‘it’s about the business’’ is repeated throughout this book.

Then, explanations about how the program management discipline has been successfully implemented to overcome each of the problems are provided. These explanations encompass the eight elements of the business case for program management. Finally, the value proposition of program management is summarized in the form of advantages, concluding that it is a relevant way to build a great company. This chapter seeks to help executives in charge of program management, and practicing program and project managers understand the following: • Why a project management-only approach creates business problems when applied in some critical business situations • How program management helps as an integrating mechanism for business-model deployment by aligning execution activities with business strategy • How program management helps tame the fuzzy front end of development by aligning market and technology research Program Management for Improved Business Results.

The product and project ownership were then handed off to downstream engineering teams, such as the software development team. The software team developed the software stack, then handed the combined hardware/software product, as well as project ownership, to the validation and test team. Finally, the validation and test team performed product and component-level testing to ensure the product achieved the functional, quality, usability, and reliability requirements. Management of the project was accomplished through a project management-only model, with multiple project managers in control of the project as it progressed through the development life cycle.

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