Project and Program Management

Mitchell L. Springer currently serves as an executive director for Purdue University’s Polytechnic Institute located in West Lafayette, Indiana. He has over 35 years of theoretical and defense industry-based practical experience from four disciplines: software engineering, systems engineering, program management and human resources. Springer possesses a significant strength in pattern recognition, analyzing, and improving organizational systems. He is internationally recognized, has contributed to scholarship in more than 200 books, articles, presentations, editorials, and reviews on software development methodologies, management, organizational change, and program management. Springer sits on many university and community boards and advisory committees. He is the recipient of numerous awards and recognitions, most recently the Purdue University College of Technology Equity, Inclusion, and Advocacy Award. Springer is the president of the Indiana Council for Continuing Education as well as the past chair of the Continuing Professional Development Division of the American Society for Engineering Education. Springer received his Bachelor of Science in computer science from Purdue University, his MBA and doctorate in adult and community education with a cognate in executive development from Ball State University. He is certified as a Project Management Professional (PMP), Senior Professional in Human Resources (SPHR & SHRM-SCP), in Alternate Dispute Resolution (ADR), and in civil and domestic mediation. Springer is a State of Indiana Registered domestic mediator.

Contents
List of Illustrations
Preface
Introduction
Chapter 1. Program/Project Management Competencies
Chapter 2. The Importance of Program/Project Management
Chapter 3. Process Management—Evolution and Definition
Chapter 4. Contract Types—What Type of Contract Should I Enter Into?
Chapter 5. The Bidding Process—Obtaining a Price Quote
Chapter 6. Defining the Work to be Performed
Chapter 7. Scheduling and Staffing the Work
Chapter 8. Risk Management—Mitigating the Impact
Chapter 9. Disruptive Technologies—Thinking Outside of the Box
Chapter 10. Cost, Schedule, and Performance Management—A Quantitative Premise
Chapter 11. Multiple Generations in the Workplace—It's How We Grew Up
Chapter 12. Connecting Generational Cohorts to Associative Thinking
Chapter 13. Leadership and Gender—A Science-Based Understanding
Chapter 14. Motivation and Leadership—Why We Do What We Do
Chapter 15. Organization Design Models—Not Right or Wrong, More or Less Applicable
Chapter 16. Building Teams—Understanding Ourselves and Others through MBTI
Chapter 17. Capitalizing on the Collective Knowledge of the World
Chapter 18. Establishing Program/Project Management as a Discipline
Chapter 19. Managers, Leaders, and Entrepreneurs
Chapter 20. The American Social Economic Context
Chapter 21. Career Development—Models
Chapter 22. Succession Planning—Providing Opportunities for Growth
Chapter 23. The Business Case for Diversity and Inclusivity
Chapter 24. Effective Communication Skills
Chapter 25. Change Management—People, the Hardest Part
Appendix A—Evaluating the Program Plan
Appendix B—Executing the Program Plan
Appendix C—Changes to the Program Plan
Appendix D—Program Planning Master Process Flow
Glossary
Bibliography
Index