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How I discovered program management
A book on program management for the experienced project manager
Gain insights from 40 years of project and program management experience distilled into 170 pages of practical advice and recommendations.
Program management literature remains relatively scarce, with many publications focusing primarily on the relevant standards or adopting a process-oriented approach, essentially outlining the program management process. While these resources hold value, this book distinguishes itself by delving into the unique intricacies of program management, specifically tailored for the advancement of project managers’ knowledge and experience.
This comprehensive book is designed for project managers who are already familiar with project management methodologies and principles, enabling them to effectively grasp the intricacies of program management. It meticulously compares the various facets of program management to project management, highlighting the key distinctions and underlying rationale.
The book emphasizes practical guidance, drawing upon real-world experiences and providing specific recommendations. It progressively delves into the subject of program manager certification, leveraging the author’s extensive experience in training numerous successfully certified program managers. This comparative approach, as demonstrated by the author’s success, proves to be more effective than conventional process descriptions.
Comprehensive program management guidance remains limited, with existing publications often focusing on standards or process-oriented approaches. While valuable, these resources lack the holistic approach to program management that project managers seek. This book stands apart by bridging the gap between project management expertise and program management proficiency.
The book is readily accessible in PDF format without any copy protection. Copy protection can hinder the reading experience and create unnecessary inconvenience.
Insider Reviews
Igor Luhan is a pioneer of program management in the Czech Republic. He tried his hand at managing a billion-dollar program on the Automated Spectrum Monitoring System (ASMKS) implemented between 2004 and 2009. Igor started to professionally focus on program management, became the first certified Program Management Professional (PgMP) in the Czech Republic, and gradually prepared other followers for this certification. I was introduced to program management thanks to Igor’s lecture and I still remember the lecture as an eye-opening moment.
Petr Janiš
PMI Czech chapter viceprezident
The book by the pioneer of project and program management Igor Luhan is a first in the Czechoslovak space, which discusses in detail the differences between project and program management. The author puts first the demands that the program places on the role of the manager, especially on his soft skills. The polyvalent vagueness and ambiguity of the path to be taken by the program manager, with the help of his ‘self-conscious humility’, poses the greatest challenge in his work and for this reason alone the book is worth the time spent reading it.
Daniel Podolský
prezident PMI Slovakia Chapter
I liked the book very much, such a book was missing on the market. I wish more such experts would share their experiences. I read it quickly, devouring the information. It is indeed information necessary for program managers, but also a lot of practical advice for anyone who wants to manage projects well. There is something for everyone.
David Vejvoda
experienced program and project manager
What do you find in the book?
Part 1: Introduction
How I Discovered Program Management
Scope
Changes
Finance
Incrementality
Planning
Initialization
Stakeholders
Risks
Program infrastructure
Team specifics
Team development
Manager’s authority
PART 2: What is a program and what is a project
Definition
Comparison
Hybrid project management
PART 3: Authority and personality of the program manager
Authority and personality
What is mentoring
Information on PgMP certification
PART 4: Stakeholders
Program team
Stakeholder management in the program
How specifically communicate with warious individuals
Facilitation leads to consensus
Organizations are political
Program meetings
PART 5: Program coordination
Program outcomes and their definition
Benefit management
Program supervision
Program architecture and infrastructure
PART 6: Components management and ownership
Program components ownership
The role of project owner
Problems of project ownership
Communication
The impact of time
Component and program transition
PART 7: What we know from project management
Decomposition
Quality management
Planning time and interfaces
Program Finance Plan
Change management
Risk management
Program communication and reporting
Annex 1: Differences and similarities in processes between PMBOK® and PgMBOK®
Management
Method of managing programs, compared with the project
Processes in the implementation phase
Annex 2: Portfolio and principles of its management