Managing Complex Projects and Programs: How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach -- Copyright -- Contents -- Preface -- Acknowledgments -- Part 1: Professional Project and Program Management-Yesterday and Today -- Chapter 1: The Exhilaration and Exasperation of Project and Program Leadership -- Leading Projects and Programs -- Chapter 2: The Emergence of Project Management: First-Generation Programmatics -- Project Management's Beginnings -- Project Management Processes -- A Growing and Challenging Profession -- Organizational Responses -- Chapter 3: The Evolution of Project Management: Second-Generation Programmatics -- Phase-Gate Approaches -- Circumstance-Specific Approaches -- Current Perspectives and Needs -- An Identity Crisis -- A Time for Action -- Chapter 4: Rethinking the Roles and Responsibilities of Project Management Professionals -- The Exasperados -- Programmaticists and the Management of Complexity -- A New Credo -- Understanding Project and Program Complexity -- Operational Uncertainty and Complexity -- Outcome Uncertainty and Complexity -- Stakeholder Uncertainty and Complexity -- Environmental Uncertainty and Complexity -- Organizational Uncertainty and Complexity -- Reactions to the Complexity Framework -- Use of the Complexity Framework -- Chapter 5: Stakeholder Views about the Roles and Responsibilities of Programmaticists -- Diversity of Views -- Three Conceptions of a Programmaticist's Role -- The Traditionalist Perspective -- The Operationalist Perspective -- The Inclusivist Perspective -- Adoption and Value -- The Need for Different Kinds of Programmaticists -- Chapter 6: Modern Problems with Traditional Management Models -- The Two-Party Fully Governed Project Oversight Model -- Limitations of the Model -- Problems with Background Documents.

Problems with Operational Decision Making -- Problems with Strategic Decision Making -- Unsatisfied Needs for Expertise -- A Search for Solutions -- Chapter 7: Adaptations of the Traditional Two-Party Fully Governed Project Oversight Model -- Stakeholder Stories -- Organizational Growth -- The Benefits of Growth -- Responding to Growth-Related Challenges -- Operational, Technical, and Strategic Review Committees -- The Unintended Consequences of Review Committees -- Impact on Decision Making and Programmatic Complexity -- Portfolio Expansion -- The Benefits of Pursuing Larger Numbers of Projects -- Responding to Portfolio-Related Challenges -- Mixed-Function Review and Governance Committees -- Business Governance Committees -- More Unintended Consequences -- Increased Project Size, Uncertainty, and Complexity -- The Benefits of Large and Uncertain Projects -- Establishment of Within-Project Infrastructure -- The Unintended Consequences of Within-Project Infrastructure -- The Establishment of Specialty Review and Governance Committees -- The Unintended Consequences of Specialty Review and Governance Committees -- Challenges Ahead -- Chapter 8: Moving Forward -- Other Approaches -- Downsizing the Organization -- Transferring Governance -- Redefining the Role of a Programmaticist -- Operationalist Approaches Re-Examined -- Inclusivist Approaches Re-Examined -- Building a Centaur -- Elements of an Improved Project Oversight Model -- Part 2: The Promise and Practice of Third-Generation Programmatics -- Chapter 9: Leading Complex Endeavors -- The Journey So Far -- Leadership That Resolves Complex Problems -- Critical Leadership Roles -- Adaptive Leadership and the Outcome Sage-Programmaticist -- Chapter 10: A New Perspective on Programs and Program Management -- From Adaptive Leadership to Program Management -- What Is a Program, Really?.

Redefining Program Management -- Redefining Projects and Project Management -- Is It a Program or Is It a Project? -- Barriers to Acceptance -- Chapter 11: Introducing Third-Generation Programmatics -- The Complexity-Management Roles of Project and Program Management -- Defining Third-Generation Programmatics -- Roles and Responsibilities in the Three-Party System -- Projects Sponsored by Governing Committees -- Programs Sponsored by the Governing Committee -- Subprograms Sponsored by Programs -- Other Activities Sponsored by Programs -- Benefits Expected from the Third-Generation Programmatics Approach -- Benefits of Distinguishing Projects from Programs -- Benefits of Distinguishing Project Management from Program Management -- Benefits of Implementing the Three-Party System -- Chapter 12: The Decision to Implement Third-Generation Programmatics -- Choosing Between Two-Party and Three-Party Systems -- Challenges Faced When Implementing Third-Generation Programmatics -- Organizational Maturity in the Programmatic Sciences -- Defining Programmaticist Authority and Autonomy -- (Re-)Assigning Current Project and Program Managers -- Identifying and Assigning New Project and Program Managers -- Defining Reporting Relationships for Program and Project Managers -- Establishing Departments of Program Management and of Programmatic Science -- Chapter 13: Developing Programmatic Leadership Competencies -- The Needs of a Leader -- Defining "Appropriate" Leadership Behaviors -- Insights from Research on Program Management Competency -- Leadership Challenges -- Defining "Ideal" Leadership Systems and Behaviors -- Chapter 14: Becoming a Third-Generation Programmatics Organization -- Applying the Principles of Third-Generation Programmatics -- Twelve Questions to Answer -- Deciding to Use a Third-Generation Programmatic Oversight System.

Life, Viewed Programmatically -- Final Thoughts -- Afterword -- Glossary of Newly Introduced Terms -- Suggested Readings -- Standards and Guides in Program and Project Management -- First- and Second-Generation Programmatics -- Distinctions between Projects and Programs, Project Management and Program Management -- Complexity Management -- Program Leadership Competency Development -- Index -- End User License Agreement.