مدیریت برنامه‌های ساخت و ساز (بهترین شیوه‌ها در مدیریت پرتفوی، برنامه و پروژه)

Although construction is one of the largest industries in the United States, it lags behind other industries in its implementation of modern management techniques such as those contained in the __Standard for Program Management__ (the __Standard__) by the Project Management Institute (PMI®). **Construction Program Management** details the successful use of the PMI® approach for the construction of capital programs. It demonstrates, through case studies, how implementation of PMI’s set of tools and techniques can improve the chances of program success.Exploring tactical and strategic management methods, the book outlines a structured, process-based approach to construction program management that leverages structure to bring order to what can otherwise feel like an overwhelming challenge. The opening chapter focuses on basic definitions of project management and program management—highlighting their similarities and differences. A summary review of the __Standard__ describes how these management concepts can be applied to capital construction programs. * Explains how to apply the principles of PMI®’s __Standard for Program Management__ to construction programs * Describes the difference between leadership (strategic) and management (tactical) skills * Compares and contrasts the program management principles included in the PMI® Body of Knowledge with those of the Construction Management Association of America (CMAA®) Through the use of case studies this book provides students, practitioners, and stakeholders with a guided tour through each phase of the program management life cycle. Using language that is easy to understand, the book shows that with the right team, the right leader, and the proper implementation of the steps outlined, all programs can obtain true success. Although construction is one of the largest industries in the United States, it lags behind other industries in its implementation of modern management techniques such as those contained in the Standard for Program Management (the Standard ) by the Project Management Institute (PMI ® ). Construction Program Management details the successful use of the PMI ® approach for the construction of capital programs. It demonstrates, through case studies, how implementation of PMI’s set of tools and techniques can improve the chances of program success. Exploring tactical and strategic management methods, the book outlines a structured, process-based approach to construction program management that leverages structure to bring order to what can otherwise feel like an overwhelming challenge. The opening chapter focuses on basic definitions of project management and program management—highlighting their similarities and differences. A summary review of the Standard describes how these management concepts can be applied to capital construction programs. Explains how to apply the principles of PMI ® ’s Standard for Program Management to construction programs Describes the difference between leadership (strategic) and management (tactical) skills Compares and contrasts the program management principles included in the PMI ® Body of Knowledge with those of the Construction Management Association of America (CMAA ® ) Through the use of case studies this book provides students, practitioners, and stakeholders with a guided tour through each phase of the program management life cycle. Using language that is easy to understand, the book shows that with the right team, the right leader, and the proper implementation of the steps outlined, all programs can obtain true success. Although the construction industry is one of the largest enterprises in the United States, widely accepted management principles, such as those contained in PMI's Standard for Program Management are still not widely implemented. This book explores how an improved understanding of these principles could boost construction program success rates. It outlines a process-based approach to construction program management that leverages structure to bring order to what can otherwise feel like an overwhelming challenge. The book includes case studies that illustrate the proper implementation of the steps outlined in the book. Although construction is one of the largest industries in the United States, it lags behind other industries in its implementation of modern management techniques such as those contained in the Standard for Program Management (the Standard) by the Project Management Institute (PMI(R)). Construction Program Management details the successful use of the PMI(R) approach for the construction of capital programs. It demonstrates, through case studies, how implementation of PMI's set of tools and techniques can improve the chances of program success. Exploring tactical and strategic management method Process-based management approach Program management process groups Initiation process Planning process Execution process The closure process.