723:
again, some accept there is a distinction related to interdependencies between the elements of a project and a program. In this view, a program is a comparably loosely coupled system, whereas large, complex projects are tightly coupled. This difference makes the project program a more ambiguous task to manage, with more uncertainty, reflecting a higher degree of freedom and a management task more open to exploit opportunities as they arise or the program management becomes aware of them.
2243:
477:
375:
146:
47:
248:
88:
719:
run, and adjusting their scope, in order to the maximize the value of the portfolio as a whole, and as economic or other external conditions change. Still, some emphasize that whereas a portfolio consists of independent projects, a program is a collection of interdependent projects, adding a dimension of complexity to the management task.
722:
Yet another view is that a program management is nothing more than a large, complex project, where the integration aspect of project management is more important than in smaller projects. Integration management is a key feature of the
Project Management Institute's approach to project management. Yet
703:
In the course of achieving required results, business programs will normally understand related business constraints and determine the processes required to achieve results based on resources allocated. Improvement of processes is a continuous operation that is in contrast to the temporary nature of
666:
According to the view that "programs deliver outcomes, but projects deliver outputs," program management is concerned with doing the right projects. The program manager has been described as 'playing chess' and keeping the overview in mind, with the pieces to be used or sacrificed being the projects.
695:
Benefits are the measures of improvement of an organization and might include increased income, increased profits, decreased costs, improved market position (ability to compete), reduced wastage or environmental damage, more satisfied customers. In central or local government organizations, benefits
653:
and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology. The other view is that a program is nothing more than either a large project or a set (or portfolio) of projects. In this second
718:
Another view and another successful way of managing does not see any of the factors listed above as distinguishing projects from programs, but rather sees the program as being about portfolio management. On this view, program management is about selecting projects, adjusting the speed at which they
658:
and to reduce coordination costs and risks. The project manager's job is to ensure that the project succeeds. The program manager, on the other hand, is concerned with the aggregate outcome(s) or end-state result(s) of the collection of projects in a particular program. For example, in a financial
360:
with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. The program manager may be well-placed to provide this insight by actively seeking out such information from the project managers, although in large and/or
458:
Many organizations only run one program at a time in the form of an overarching program containing all their projects. In
Project Management Institute terminology, this is more likely to be a project portfolio than a program. Some larger organizations may have multiple programs each designed to
699:
In the course of achieving required results, business programs will normally understand related business constraints and determine the processes required to achieve results based on resources allocated. Improvement of processes is a continuous operation that very much contrasts a program from a
671:
is about doing projects right. In other words, a successful project delivers on time, to budget, and to specification, whereas a successful program delivers long-term improvements to an organization. An organization should select the group of programs that most take it towards its strategic aims
659:
institution, a program may include one project that is designed to take advantage of a rising market and another that is designed to protect against the downside of a falling market. The former seeks to leverage the potential upside; the latter to limit the possible downside. A simple analogy is
663:: this highly pressurized aerosol product injects a leak sealant into a punctured tire to stop the outflow of air (project A) and concurrently re-inflates the tire (project B), resulting together in the outcome that a tire that is once again functional (the program comprised projects A and B).
648:
There are two different views of how programs differ from projects. In one view, projects deliver outputs, discrete parcels or "chunks" of change; programs create outcomes. In this view, a project might deliver a new factory, hospital or IT system. By combining these projects with other
355:
The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project-level activity to ensure the program goals are met by providing a decision-making capacity that cannot be achieved at project level or by providing the
439:
for project management, thusly summarizes: "a
Program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Programs may include elements of related work outside of the
726:
In practice, it is not clear that there is a clear-cut distinction. Projects (or programs) vary from small and simple to large and complex; what needs to be managed as a program in one culture or organization may be managed as a project in another.
573:
The program must support a higher-level vision, goals, and objectives. These are set out in the program vision and blueprint, which defines the future state for the organization, sector or community that will be significantly
427:
Many programs focus on delivering a capability to change and are normally designed to deliver the organization's strategy or business transformation. Program management also emphasizes the coordinating and prioritizing of
672:
while remaining within its capacity to deliver the changes. On the other hand, the view that programs are simply large projects or sets of projects allows for when a program may need to deliver tangible benefits quickly.
566:
The structure, process, and procedure to control internal operations and changes to performance objectives. Governance must include a set of metrics to indicate the health and progress of the program in the most vital
580:
A program will deliver major change, whether it is within an organization, a sector or a community. As such, the management of change and transition is a key characteristic of a program, not just the building a major
2088:
714:
There will normally be a process to change the predetermined scope of a project. Programs often have to react to changes in strategy and changes in the environment in which the organization changes.
675:
According to one source, the key difference between a program and a project is the finite nature of a project – a project must always have a specific end date, else it is an ongoing program.
560:
The key difference between a project and a program is that benefits are delivered within the program lifecycle compared to a project when they are delivered after the project has finished.
982:
361:
complex projects, a specific role may be required. However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable.
447:
In public sector work in Europe, the term normally refers to multiple change projects: projects that are designed to deliver benefits to the host organization, for example, the
444:
of the discrete projects in the program... Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed."
692:
Program management includes management of projects which, together, improve the performance of the organization. A program's success will be measured in terms of benefits.
344:. In the defense sector, it is the dominant approach to managing large projects. Because major defense programs entail working with contractors, it is also called
1292:
1103:
689:
A project is designed to deliver an output or deliverable and its success will be in terms of delivering the right output at the right time and to the right cost.
756:
587:
Verify and validate the program, ensuring adherence to standards and alignment with the vision. Programs should always have an assurance strategy.
986:
1319:
1300:
1234:
1215:
1192:
1169:
1150:
1087:
937:
1447:
98:
109:
617:
Track basic costs together with wider costs of administering the program and also the costs of change and transition to achieve benefits.
2124:
498:
392:
163:
60:
1420:
2225:
639:
Continuously assess performance; research and develop new capabilities, and systemically apply learning and knowledge to the program.
2139:
2129:
1868:
1848:
1388:
1365:
1342:
1276:
1253:
1124:
1057:
1055:
1017:
966:
912:
824:
741:
524:
414:
294:
229:
127:
74:
707:
At the lowest level project managers coordinate individual projects. They are overseen by the program manager who accounts to the
1779:
1712:
210:
182:
2103:
1717:
502:
396:
167:
1522:
683:
448:
429:
189:
1472:
1207:
816:
746:
545:
2267:
2108:
1971:
1605:
787:
607:
Ensure that component parts fit together properly to make the intended whole. Optimize performance across the program
487:
452:
196:
2098:
1853:
441:
315:
686:. A program is ongoing and implemented within a business to consistently achieve certain results for the business.
506:
491:
385:
156:
1966:
1858:
1590:
2220:
1976:
1440:
633:
Develop the plan bringing together the information on projects, resources, timescales, monitoring, and control.
436:
178:
2155:
2001:
1961:
1799:
1663:
1527:
1500:
1490:
1264:
623:
Allocation of resources influences the cost and success of the program. Infrastructure might cover offices,
341:
265:
66:
1034:
2247:
2190:
2185:
2170:
2006:
1956:
1863:
1784:
1610:
1495:
333:
2210:
2175:
1996:
1893:
1794:
1747:
1708:
1600:
1575:
1537:
1532:
1517:
1505:
1467:
1405:
1380:
1357:
1334:
1116:
102:
that states a
Knowledge (XXG) editor's personal feelings or presents an original argument about a topic.
2205:
2180:
2165:
2072:
1951:
1883:
1873:
1703:
1595:
1565:
660:
598:
432:
across projects, managing links between the projects and the overall costs and risks of the program.
2067:
1840:
1820:
1636:
1433:
751:
460:
329:
2242:
2230:
2016:
1918:
1757:
1722:
1658:
1641:
1620:
1580:
1097:
668:
655:
25:
21:
203:
1225:
Reiss, Geoff; Anthony, Malcolm; Chapman, John; Leigh, Geof; Pyne, Adrian; Rayner, Paul (2006).
928:
Reiss, Geoff; Anthony, Malcolm; Chapman, John; Leigh, Geof; Pyne, Adrian; Rayner, Paul (2006).
2200:
2134:
1928:
1923:
1888:
1830:
1825:
1804:
1752:
1646:
1585:
1384:
1361:
1338:
1315:
1296:
1272:
1249:
1230:
1211:
1188:
1165:
1146:
1120:
1083:
1013:
962:
933:
908:
820:
708:
337:
1410:
1981:
1739:
1729:
1651:
1512:
2093:
2034:
1991:
1986:
1898:
1878:
1695:
1615:
761:
624:
357:
32:
2195:
594:
2261:
2215:
2160:
2062:
2011:
1184:
958:
736:
678:
One view of the differences between a program and a project in business is that:
2039:
650:
608:
476:
374:
145:
2044:
1456:
1421:
Article
Comparing Managing Successful Programmes approach to the PMI approach
31:"Program manager" redirects here. For the Microsoft Windows application, see
1946:
1789:
328:
In practice and in its aims, program management is often closely related to
983:"How Project Managers Deal With Opposing Projects in a Financial Programme"
258:
459:
deliver a range of improvements. Some organizations use the concept of
399: in this section. Unsourced material may be challenged and removed.
311:
539:
1082:. Project Management Institute (7th ed.). Newtown Square, PA.
1080:
A guide to the project management body of knowledge (PMBOK guide)
1429:
1415:
2089:
Association of
Technology, Management, and Applied Engineering
788:"Program Manager Skills: Essential Ones for Building a Career"
470:
368:
241:
139:
81:
40:
1425:
1064:, X4.4 Organizational Considerations for Product Management.
1061:
99:
personal reflection, personal essay, or argumentative essay
1160:
Milosevic, Dragan; Martinelli, Russ; Waddell, Jim (2007).
696:
might include providing a better service to the community.
597:
through regular reviews, and that management of projects,
1331:
MSP Survival Guides for Senior
Responsible Owners (SROs)
1035:"How Program Management Differs from Project Management"
435:
The
Project Management Institute, an American nonprofit
850:
848:
319:
269:
105:
1206:. Global Standard (2nd ed.). Newtown Square, Pa:
815:. Global Standard (2nd ed.). Newtown Square, Pa:
2148:
2117:
2081:
2053:
2025:
1937:
1911:
1839:
1813:
1770:
1738:
1694:
1683:
1629:
1564:
1557:
1546:
1481:
170:. Unsourced material may be challenged and removed.
654:view, the point of having a program is to exploit
1377:MSP Survival Guides for Business Change Managers
1162:Program Management for Improved Business Results
1271:. DANS: Data Archiving and Networked Services.
1293:Construction Management Association of America
1164:. Hoboken, New Jersey: John Wiley & Sons.
264:There might be a discussion about this on the
1441:
8:
1416:Public Domain Programme Management-Framework
1406:Defense Acquisition University PM e-Tool Kit
1145:. Association for Project Management. 2007.
352:goods and services by means of contractors.
16:Process of managing several related projects
505:. Unsourced material may be challenged and
314:, often with the intention of improving an
310:is the process of managing several related
75:Learn how and when to remove these messages
1691:
1561:
1554:
1448:
1434:
1426:
1354:MSP Survival Guides for Programme Managers
1181:The Definitive Guide to Project Management
1102:: CS1 maint: location missing publisher (
955:The Definitive Guide to Project Management
757:Comparison of project management software
525:Learn how and when to remove this message
415:Learn how and when to remove this message
295:Learn how and when to remove this message
230:Learn how and when to remove this message
128:Learn how and when to remove this message
1183:(2nd ed.). London: Financial Times/
1143:APM Introduction to Programme Management
1411:Project and Program Management Glossary
778:
682:A project is unique and is of definite
348:, indicating that the government buyer
1312:Topics in Strategic Program Management
1248:. London: Financial Times Publishing.
1227:Gower Handbook of Programme Management
1095:
1012:. London: Financial Times Publishing.
930:Gower Handbook of Programme Management
907:. London: Financial Times Publishing.
890:
866:
854:
839:
1078:Project Management Institute (2021).
881:, Rod Sowden et al. (TSO, 2011), p107
463:where others use program management.
7:
503:adding citations to reliable sources
397:adding citations to reliable sources
168:adding citations to reliable sources
2125:Bachelor of Business Administration
1204:The Standard for Program Management
813:The Standard for Program Management
2226:Organizational behavior management
1329:Sowden, Rod; Carter, Nick (2015).
985:. Project Laneways. Archived from
644:Comparison with project management
14:
2140:Doctor of Business Administration
2130:Master of Business Administration
1352:Sowden, Rod; Leigh, Geof (2015).
1062:Project Management Institute 2021
742:List of project management topics
56:This article has multiple issues.
2241:
1229:. Burlington: Gower Publishing.
1033:Prieto, Robert (14 March 2008).
932:. Burlington: Gower Publishing.
786:Eddy, Nathan (1 February 2023).
475:
373:
246:
144:
86:
45:
611:, functionally and technically.
384:needs additional citations for
155:needs additional citations for
64:or discuss these issues on the
2104:Chartered Management Institute
1113:Managing Successful Programmes
879:Managing Successful Programmes
1:
449:Office of Government Commerce
1473:Index of management articles
1289:Strategic Program Management
1208:Project Management Institute
817:Project Management Institute
747:Project Management Institute
546:Project Management Institute
2109:Critical management studies
1972:Full range leadership model
1269:Project Management Handbook
2286:
2099:Certified Business Manager
1039:The Project Management Hut
957:. London: Financial Times/
601:and suppliers is in place.
316:organization's performance
257:contain a large number of
18:
2239:
1967:Evidence-based management
1463:
1179:Nokes, Sebastian (2007).
953:Nokes, Sebastian (2007).
2221:Organization development
1977:Management by objectives
1246:Putting Strategy to Work
1010:Putting Strategy to Work
437:professional association
255:This article appears to
20:Not to be confused with
2002:Social entrepreneurship
1962:Earned value management
1265:"7. Program management"
365:Overview and definition
342:business transformation
2248:Systems science portal
2191:Management development
2186:Management cybernetics
2171:Executive compensation
2007:Sustainable management
1869:Information technology
1849:Environmental resource
544:Since 2007: PgMP from
346:acquisition management
334:industrial engineering
318:. It is distinct from
108:by rewriting it in an
2211:Managerial psychology
2176:Management consulting
1997:Scientific management
1780:Customer relationship
1468:Outline of management
1381:The Stationery Office
1358:The Stationery Office
1335:The Stationery Office
1244:Obeng, Eddie (1996).
1117:The Stationery Office
1008:Obeng, Eddie (1996).
903:Obeng, Eddie (1994).
538:Since 1999: MSP from
2206:Managerial economics
2166:Corporate governance
2073:Oliver E. Williamson
1952:Collaborative method
1375:Sowden, Rod (2014).
1310:Prieto, Bob (2010).
1287:Prieto, Bob (2008).
1111:Sowden, Rod (2011).
499:improve this section
393:improve this article
270:improve this article
179:"Program management"
164:improve this article
2068:Eliyahu M. Goldratt
752:Systems engineering
461:systems engineering
330:systems engineering
2268:Project management
2231:Pointy-haired Boss
2181:Management control
2017:Virtual management
989:on 7 November 2015
669:project management
656:economies of scale
308:Program management
110:encyclopedic style
97:is written like a
26:product management
22:project management
2255:
2254:
2201:Management system
2135:PhD in management
1907:
1906:
1766:
1765:
1679:
1678:
1647:Product lifecycle
1321:978-0-557-52887-5
1302:978-0-9815612-1-9
1236:978-0-566-08603-8
1217:978-1-933890-52-4
1194:978-0-273-71097-4
1171:978-0-471-78354-1
1152:978-1-903494-63-9
1089:978-1-62825-664-2
939:978-0-566-08603-8
535:
534:
527:
425:
424:
417:
338:change management
305:
304:
297:
287:
286:
240:
239:
232:
214:
138:
137:
130:
79:
2275:
2245:
1982:Management style
1692:
1562:
1555:
1450:
1443:
1436:
1427:
1394:
1371:
1348:
1325:
1306:
1282:
1259:
1240:
1221:
1198:
1175:
1156:
1130:
1107:
1101:
1093:
1065:
1059:
1050:
1049:
1047:
1045:
1030:
1024:
1023:
1005:
999:
998:
996:
994:
979:
973:
972:
950:
944:
943:
925:
919:
918:
900:
894:
888:
882:
876:
870:
864:
858:
852:
843:
837:
831:
830:
809:
803:
802:
800:
798:
783:
530:
523:
519:
516:
510:
479:
471:
420:
413:
409:
406:
400:
377:
369:
300:
293:
282:
279:
273:
250:
249:
242:
235:
228:
224:
221:
215:
213:
172:
148:
140:
133:
126:
122:
119:
113:
90:
89:
82:
71:
49:
48:
41:
36:
29:
2285:
2284:
2278:
2277:
2276:
2274:
2273:
2272:
2258:
2257:
2256:
2251:
2235:
2144:
2113:
2094:Business school
2077:
2055:
2049:
2035:Decision-making
2027:
2021:
1992:Micromanagement
1987:Macromanagement
1939:
1933:
1903:
1859:Human resources
1854:Field inventory
1835:
1809:
1772:
1762:
1734:
1687:
1685:
1675:
1625:
1568:
1550:
1548:
1542:
1484:of organization
1483:
1477:
1459:
1454:
1402:
1397:
1391:
1374:
1368:
1351:
1345:
1328:
1322:
1309:
1303:
1286:
1279:
1263:Baars, Wouter.
1262:
1256:
1243:
1237:
1224:
1218:
1202:
1195:
1178:
1172:
1159:
1153:
1141:
1137:
1135:Further reading
1127:
1110:
1094:
1090:
1077:
1074:
1069:
1068:
1060:
1053:
1043:
1041:
1032:
1031:
1027:
1020:
1007:
1006:
1002:
992:
990:
981:
980:
976:
969:
952:
951:
947:
940:
927:
926:
922:
915:
902:
901:
897:
889:
885:
877:
873:
865:
861:
853:
846:
838:
834:
827:
811:
810:
806:
796:
794:
785:
784:
780:
775:
770:
762:Product manager
733:
709:program sponsor
646:
625:version control
554:
531:
520:
514:
511:
496:
480:
469:
421:
410:
404:
401:
390:
378:
367:
358:project manager
301:
290:
289:
288:
283:
277:
274:
263:
251:
247:
236:
225:
219:
216:
173:
171:
161:
149:
134:
123:
117:
114:
106:help improve it
103:
91:
87:
50:
46:
37:
33:Program Manager
30:
19:
17:
12:
11:
5:
2283:
2282:
2279:
2271:
2270:
2260:
2259:
2253:
2252:
2240:
2237:
2236:
2234:
2233:
2228:
2223:
2218:
2213:
2208:
2203:
2198:
2196:Management fad
2193:
2188:
2183:
2178:
2173:
2168:
2163:
2158:
2156:Administration
2152:
2150:
2146:
2145:
2143:
2142:
2137:
2132:
2127:
2121:
2119:
2115:
2114:
2112:
2111:
2106:
2101:
2096:
2091:
2085:
2083:
2079:
2078:
2076:
2075:
2070:
2065:
2059:
2057:
2051:
2050:
2048:
2047:
2042:
2037:
2031:
2029:
2023:
2022:
2020:
2019:
2014:
2009:
2004:
1999:
1994:
1989:
1984:
1979:
1974:
1969:
1964:
1959:
1954:
1949:
1943:
1941:
1935:
1934:
1932:
1931:
1926:
1921:
1915:
1913:
1909:
1908:
1905:
1904:
1902:
1901:
1896:
1891:
1886:
1881:
1876:
1871:
1866:
1861:
1856:
1851:
1845:
1843:
1837:
1836:
1834:
1833:
1828:
1823:
1817:
1815:
1811:
1810:
1808:
1807:
1802:
1797:
1792:
1787:
1782:
1776:
1774:
1768:
1767:
1764:
1763:
1761:
1760:
1755:
1750:
1744:
1742:
1736:
1735:
1733:
1732:
1727:
1726:
1725:
1720:
1706:
1700:
1698:
1689:
1684:On activity or
1681:
1680:
1677:
1676:
1674:
1673:
1668:
1667:
1666:
1656:
1655:
1654:
1649:
1639:
1633:
1631:
1627:
1626:
1624:
1623:
1618:
1613:
1608:
1603:
1598:
1593:
1588:
1583:
1578:
1572:
1570:
1559:
1552:
1544:
1543:
1541:
1540:
1535:
1530:
1525:
1520:
1515:
1510:
1509:
1508:
1498:
1493:
1487:
1485:
1479:
1478:
1476:
1475:
1470:
1464:
1461:
1460:
1455:
1453:
1452:
1445:
1438:
1430:
1424:
1423:
1418:
1413:
1408:
1401:
1400:External links
1398:
1396:
1395:
1389:
1372:
1366:
1349:
1343:
1326:
1320:
1307:
1301:
1291:. McLean, VA:
1284:
1277:
1260:
1254:
1241:
1235:
1222:
1216:
1200:
1193:
1176:
1170:
1157:
1151:
1138:
1136:
1133:
1132:
1131:
1125:
1108:
1088:
1073:
1070:
1067:
1066:
1051:
1025:
1018:
1000:
974:
967:
945:
938:
920:
913:
895:
893:, p. 155.
883:
871:
869:, p. 162.
859:
857:, p. 107.
844:
832:
825:
804:
777:
776:
774:
771:
769:
766:
765:
764:
759:
754:
749:
744:
739:
732:
729:
716:
715:
712:
705:
701:
697:
693:
690:
687:
667:In contrast,
645:
642:
641:
640:
637:
634:
631:
628:
621:
620:Infrastructure
618:
615:
612:
605:
602:
595:accountability
591:
588:
585:
582:
578:
577:Transformation
575:
571:
568:
564:
561:
558:
553:
550:
549:
548:
542:
533:
532:
483:
481:
474:
468:
465:
423:
422:
381:
379:
372:
366:
363:
303:
302:
285:
284:
268:. Please help
254:
252:
245:
238:
237:
152:
150:
143:
136:
135:
94:
92:
85:
80:
54:
53:
51:
44:
15:
13:
10:
9:
6:
4:
3:
2:
2281:
2280:
2269:
2266:
2265:
2263:
2250:
2249:
2244:
2238:
2232:
2229:
2227:
2224:
2222:
2219:
2217:
2216:Managerialism
2214:
2212:
2209:
2207:
2204:
2202:
2199:
2197:
2194:
2192:
2189:
2187:
2184:
2182:
2179:
2177:
2174:
2172:
2169:
2167:
2164:
2162:
2161:Collaboration
2159:
2157:
2154:
2153:
2151:
2147:
2141:
2138:
2136:
2133:
2131:
2128:
2126:
2123:
2122:
2120:
2116:
2110:
2107:
2105:
2102:
2100:
2097:
2095:
2092:
2090:
2087:
2086:
2084:
2080:
2074:
2071:
2069:
2066:
2064:
2063:Peter Drucker
2061:
2060:
2058:
2052:
2046:
2043:
2041:
2038:
2036:
2033:
2032:
2030:
2024:
2018:
2015:
2013:
2012:Team building
2010:
2008:
2005:
2003:
2000:
1998:
1995:
1993:
1990:
1988:
1985:
1983:
1980:
1978:
1975:
1973:
1970:
1968:
1965:
1963:
1960:
1958:
1955:
1953:
1950:
1948:
1945:
1944:
1942:
1936:
1930:
1927:
1925:
1922:
1920:
1917:
1916:
1914:
1910:
1900:
1897:
1895:
1892:
1890:
1887:
1885:
1882:
1880:
1877:
1875:
1872:
1870:
1867:
1865:
1862:
1860:
1857:
1855:
1852:
1850:
1847:
1846:
1844:
1842:
1838:
1832:
1829:
1827:
1824:
1822:
1819:
1818:
1816:
1812:
1806:
1803:
1801:
1798:
1796:
1793:
1791:
1788:
1786:
1783:
1781:
1778:
1777:
1775:
1769:
1759:
1756:
1754:
1751:
1749:
1746:
1745:
1743:
1741:
1737:
1731:
1728:
1724:
1721:
1719:
1716:
1715:
1714:
1710:
1707:
1705:
1702:
1701:
1699:
1697:
1693:
1690:
1682:
1672:
1669:
1665:
1662:
1661:
1660:
1657:
1653:
1650:
1648:
1645:
1644:
1643:
1640:
1638:
1635:
1634:
1632:
1628:
1622:
1619:
1617:
1614:
1612:
1609:
1607:
1604:
1602:
1599:
1597:
1594:
1592:
1591:Communication
1589:
1587:
1584:
1582:
1579:
1577:
1574:
1573:
1571:
1567:
1563:
1560:
1556:
1553:
1545:
1539:
1536:
1534:
1531:
1529:
1526:
1524:
1521:
1519:
1516:
1514:
1511:
1507:
1504:
1503:
1502:
1499:
1497:
1494:
1492:
1489:
1488:
1486:
1480:
1474:
1471:
1469:
1466:
1465:
1462:
1458:
1451:
1446:
1444:
1439:
1437:
1432:
1431:
1428:
1422:
1419:
1417:
1414:
1412:
1409:
1407:
1404:
1403:
1399:
1392:
1390:9780113314461
1386:
1382:
1378:
1373:
1369:
1367:9780113314782
1363:
1359:
1355:
1350:
1346:
1344:9780113314805
1340:
1336:
1332:
1327:
1323:
1317:
1314:. B. Prieto.
1313:
1308:
1304:
1298:
1294:
1290:
1285:
1280:
1278:90-6984-496-6
1274:
1270:
1266:
1261:
1257:
1255:9780273602651
1251:
1247:
1242:
1238:
1232:
1228:
1223:
1219:
1213:
1209:
1205:
1201:
1196:
1190:
1186:
1185:Prentice Hall
1182:
1177:
1173:
1167:
1163:
1158:
1154:
1148:
1144:
1140:
1139:
1134:
1128:
1126:9780113313273
1122:
1118:
1114:
1109:
1105:
1099:
1091:
1085:
1081:
1076:
1075:
1071:
1063:
1058:
1056:
1052:
1040:
1036:
1029:
1026:
1021:
1019:9780273602651
1015:
1011:
1004:
1001:
988:
984:
978:
975:
970:
968:9781408211984
964:
960:
959:Prentice Hall
956:
949:
946:
941:
935:
931:
924:
921:
916:
914:9780273607625
910:
906:
899:
896:
892:
887:
884:
880:
875:
872:
868:
863:
860:
856:
851:
849:
845:
842:, p. 75.
841:
836:
833:
828:
826:9781933890524
822:
818:
814:
808:
805:
793:
792:Dice Insights
789:
782:
779:
772:
767:
763:
760:
758:
755:
753:
750:
748:
745:
743:
740:
738:
735:
734:
730:
728:
724:
720:
713:
710:
706:
702:
698:
694:
691:
688:
685:
681:
680:
679:
676:
673:
670:
664:
662:
657:
652:
643:
638:
635:
632:
629:
626:
622:
619:
616:
613:
610:
606:
603:
600:
596:
592:
589:
586:
583:
579:
576:
572:
569:
565:
562:
559:
556:
555:
551:
547:
543:
541:
537:
536:
529:
526:
518:
508:
504:
500:
494:
493:
489:
484:This section
482:
478:
473:
472:
466:
464:
462:
456:
454:
453:UK government
450:
445:
443:
438:
433:
431:
419:
416:
408:
398:
394:
388:
387:
382:This section
380:
376:
371:
370:
364:
362:
359:
353:
351:
347:
343:
339:
335:
331:
326:
324:
322:
317:
313:
309:
299:
296:
281:
271:
267:
261:
260:
253:
244:
243:
234:
231:
223:
212:
209:
205:
202:
198:
195:
191:
188:
184:
181: –
180:
176:
175:Find sources:
169:
165:
159:
158:
153:This article
151:
147:
142:
141:
132:
129:
121:
111:
107:
101:
100:
95:This article
93:
84:
83:
78:
76:
69:
68:
63:
62:
57:
52:
43:
42:
39:
34:
27:
23:
2246:
1800:Supply chain
1773:relationship
1771:On aspect or
1670:
1664:Construction
1630:On component
1551:organization
1523:Intelligence
1376:
1353:
1330:
1311:
1288:
1268:
1245:
1226:
1203:
1180:
1161:
1142:
1112:
1079:
1042:. Retrieved
1038:
1028:
1009:
1003:
991:. Retrieved
987:the original
977:
954:
948:
929:
923:
904:
898:
886:
878:
874:
862:
835:
812:
807:
795:. Retrieved
791:
781:
737:Cost overrun
725:
721:
717:
677:
674:
665:
651:deliverables
647:
599:stakeholders
521:
512:
497:Please help
485:
457:
446:
434:
426:
411:
402:
391:Please help
386:verification
383:
354:
349:
345:
327:
320:
307:
306:
291:
275:
256:
226:
217:
207:
200:
193:
186:
174:
162:Please help
157:verification
154:
124:
115:
96:
72:
65:
59:
58:Please help
55:
38:
2040:Forecasting
1957:Distributed
1864:Information
1841:On resource
1785:Engineering
1611:Performance
1569:(top-level)
1496:Association
1379:. Norwich:
891:Sowden 2011
867:Sowden 2011
855:Sowden 2011
840:Sowden 2011
797:13 February
711:(or board).
636:Improvement
609:value chain
604:Integration
581:capability.
552:Key factors
272:if you can.
2045:Leadership
2028:activities
1940:approaches
1894:Technology
1814:On problem
1795:Perception
1748:Accounting
1713:production
1709:Operations
1686:department
1601:Innovation
1576:Capability
1538:Reputation
1518:Healthcare
1506:Restaurant
1457:Management
1356:. London:
1333:. London:
1115:. London:
1044:17 October
905:All Change
768:References
704:a project.
661:Fix-a-Flat
590:Management
563:Governance
323:management
220:March 2013
190:newspapers
118:March 2013
61:improve it
2082:Education
2054:Pioneers,
1947:Adhocracy
1912:Positions
1884:Materials
1874:Knowledge
1790:Logistics
1704:Marketing
1596:Financial
1566:Strategic
1549:within an
1547:By focus,
1098:cite book
627:, and IT.
584:Assurance
570:Alignment
515:June 2023
486:does not
467:Standards
430:resources
405:June 2015
278:July 2011
266:talk page
259:buzzwords
67:talk page
2262:Category
2056:scholars
1938:Methods,
1821:Conflict
1637:Facility
1558:On scope
1528:Military
1501:Business
1491:Academic
1295:(CMAA).
1210:. 2008.
819:. 2008.
731:See also
700:project.
684:duration
630:Planning
614:Finances
574:changed.
557:Benefits
451:for the
350:acquires
312:projects
2118:Degrees
2026:Skills,
1919:Interim
1758:Records
1723:Quality
1718:Process
1688:managed
1671:Program
1659:Project
1642:Product
1621:Systems
1581:Capital
1482:By type
1072:Sources
593:Ensure
507:removed
492:sources
321:project
204:scholar
104:Please
1929:Senior
1924:Middle
1889:Skills
1831:Stress
1826:Crisis
1805:Talent
1753:Office
1586:Change
1533:Public
1387:
1364:
1341:
1318:
1299:
1275:
1252:
1233:
1214:
1191:
1168:
1149:
1123:
1086:
1016:
993:1 June
965:
936:
911:
823:
567:areas.
540:AXELOS
340:, and
206:
199:
192:
185:
177:
2149:Other
1740:Staff
1730:Sales
1652:Brand
1606:Legal
1513:Court
773:Notes
442:scope
211:JSTOR
197:books
1899:Time
1879:Land
1696:Line
1616:Risk
1385:ISBN
1362:ISBN
1339:ISBN
1316:ISBN
1297:ISBN
1273:ISBN
1250:ISBN
1231:ISBN
1212:ISBN
1189:ISBN
1166:ISBN
1147:ISBN
1121:ISBN
1104:link
1084:ISBN
1046:2009
1014:ISBN
995:2015
963:ISBN
934:ISBN
909:ISBN
821:ISBN
799:2023
490:any
488:cite
183:news
501:by
395:by
166:by
24:or
2264::
1383:.
1360:.
1337:.
1267:.
1187:.
1119:.
1100:}}
1096:{{
1054:^
1037:.
961:.
847:^
790:.
455:.
336:,
332:,
325:.
70:.
1711:/
1449:e
1442:t
1435:v
1393:.
1370:.
1347:.
1324:.
1305:.
1283:.
1281:.
1258:.
1239:.
1220:.
1199:.
1197:.
1174:.
1155:.
1129:.
1106:)
1092:.
1048:.
1022:.
997:.
971:.
942:.
917:.
829:.
801:.
528:)
522:(
517:)
513:(
509:.
495:.
418:)
412:(
407:)
403:(
389:.
298:)
292:(
280:)
276:(
262:.
233:)
227:(
222:)
218:(
208:·
201:·
194:·
187:·
160:.
131:)
125:(
120:)
116:(
112:.
77:)
73:(
35:.
28:.
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
