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Program Management LeadershipCreating Successful Team Dynamics By Mark C. Bojeun
M00002484
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This is not another how-to guide for program managers or another reiteration of the Project Management Institute’s standards for program management. Instead, Program Management Leadership: Creating Successful Team Dynamics examines various leadership approaches and illustrates the value of effective leadership styles in Program Management for achieving program and project success.
Identifying critical success factors specific to program management, the book focuses on effective leadership styles and the power of teamwork in exceeding expectations. It starts by examining various leadership styles and traits—providing helpful insights on the tough choices leaders are often forced to make. It describes effective methods to help leaders work with stakeholders and team members to set visions and objectives so that program goals are achieved with greater frequency.
Next, the book further examines teams and explains how to bring people from various experience levels, geographic diversity, and cultural backgrounds together setting aside their own personal objectives and instead working towards a common goal and vision. Presenting recent research on leadership, it highlights the situational factors that leaders face and offers approaches enabling leaders to modify their style from one based on personal choice to one that can adapt to overcome the challenges that will arise.
From there, the book describes how to build and maintain a High Performing Team (HPT). It also describes how to instill a competitive spirit and culture of cooperation and mutual respect in your team to make sure your team remains focused on the right things.
This book is an ideal resource for anyone who understands the value of the tools provided by PMI® and is searching for the factors that separate good program and project managers from truly great ones. If you are focused on self-actualization and continuous improvement, then this is the book that can help drive your program initiatives to the highest possible standards.
Table of Contents
Introduction
Summary of Book
Key Benefits of this Book
LEADERSHIP AND PROGRAM MANAGEMENT
Leadership Study
Developing and Achieving a Common Vision
The History of Project and Program Management
Project Management History
Program Management History
PMI Definition of a Program
Overview of Program Management
Strategy Alignment
Program Benefit Management
Program Stakeholder Engagement
Program Governance
Program Life Cycle Management
Distinction between Portfolio, Program, and Project Management
Program Success Factors
Case Study: Command and Control
Discussion Questions
Summary
LEADERSHIP
Introduction to Leadership
Leadership versus Management
External Factors Affecting Leadership
Stakeholder Community
Organizational Culture and Processes
Internal/External Auditing
Legal/Regulatory Changes
Executive Leadership
Geographically Diverse Teams
Individual Motivation
Leadership Theories
Leadership Styles and Traits
Transactional Leadership
Transformational Leadership
Light and Dark Leadership
Command and Control
Situational Leadership
Trait Theories
Values Ethics and Beliefs
Leadership in Program Management
Case Study
Case Study Quiz
Discussion Questions
LEADERSHIP AND TEAMS
Building Teams
Team Dynamics
High-Performing Teams (HPTs)
Definition of a High-Performing Team
HPT Success Factors
Shared Purpose and Direction
Motivating Goals
Commitment to Individual and Team Roles
Multidirectional Communication
Authority to Decide or Act
Reliance on Diverse Talents
Mutual Support and Trust
Characteristics of a High-Performing Team
Setting Goals That Inspire High Team Performance
Goal-Setting Theory
Performance Orientation
Improve Team Motivation, Morale, and Productivity
Conflict Resolution
Five Approaches to Conflict Management
Case Study in Leading Teams
Case Study Questions
Discussion Questions
FORMAL LEADERSHIP PROCESSES
Formal Processes
Program Management as a Function of Productivity
Driving Project Management through better Program Management
Distinctions between Program and Project Management
Governance as Support for Program Management and Not as a Baton
Case Study
Chapter Quiz
Discussion Questions
Conclusion
References
Index
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Author(s)
Biography
Dr. Bojeun has more than twenty years of experience in software development, project and program management, and developing and managing program management offices (PMOs). For the last nine years, Dr. Bojeun has taught program, project, and risk management for Concepts Integration International (www.ci-2.com), a PMI Registered Education Provider (REP). These courses helped hundreds of Project Management Professional (PMP) candidates achieve their certification and have expanded the body of knowledge on project and program management, extending the value of the certification to government as well as to domestic and international corporations.
Dr. Bojeun has extensive experience in providing transformational leadership and strategic support to executive management professionals in the development and implementation of organizational vision, mission, and strategic objectives. He currently holds Program Management Professional (PgMP) and Project Management Professional (PMP) certifications from the Project Management Institute (PMI), is a Microsoft Certified Solution Developer (MCSD), and holds an MBA from George Mason University and a PhD in organizational leadership.
Currently an adjunct professor at Strayer University and George Mason University, Dr. Bojeun continues to instruct students in project and program management skills and also build and lead high-performing teams to exceed objectives on programs around the world. He has assisted corporations in creating their own Enterprise Project Management Offices (EPMOs) and has developed processes and best practices for organizations to leverage in consistently achieving project/program success internally and externally.