Editor's Note
In Part 1, Mark Seely provided an abstract of his paper
and discussed his purpose of writing it.
In Part 2, he de-constructed and then re-constructed the
Project Management Paradigm.
In Part 3, he discussed: Level 1: Process Management;
Level 2: Project Management; and Sociolytic Mindscaping.
In this Part 4 he will present: Finding Levels 3 and 4
covering Program Management and Program Governance, and then Level 5: Public Governance.
Table of Contents - Part 4
Chapter 7: Finding Levels 3 and 4
- Interpolation
- Getting Real
Chapter 8: Level 3 - Program Management
- Program Management
- How do I know I am at Level 3?
- Level 3 Management
- When to Re-baseline
- The Apollo Example
- Performance
Chapter 9: Level 4 - Program Governance
- Program Governance
- How do I know I am at Level 4?
- Level 4 Governance
- The Enterprise IT example
- Performance
Chapter 10: Level 5 - Public Governance
- Public Governance
- How do I know I am at Level 5?
- Level 5 Governance
- The Project: New American Century (PNAC) example
- The Gun Registry Example
- Performance
Other chapters to follow:
Chapter 11: DBM Implementation
Chapter 12: Conclusion
Appendix A: DBM Complexity Diagnostic
Appendix B: The Performance Dashboard
Appendix C: Human Characteristics
Appendix D: Contracting Considerations
|
PART
3
