Project and Program Management

Dr. Mitchell L. Springer has extensive theoretical and practical experience based in the defense industry and subsequently higher education spanning four disciplines: software engineering, systems engineering, program management, and human resources. He possesses a significant strength in pattern recognition, analyzing and improving organizational systems, with expertise in program/project management, organizational restructuring, change management, negotiation, and mediation processes. He is internationally recognized and has contributed to scholarship more than four hundred books, articles, presentations, editorials, and reviews. Dr. Springer is the recipient of numerous awards and recognitions, including local, regional, and national acknowledgment for leadership in diversity, equity, and inclusion (DEI). He is the past 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 (ASEE). He serves as a division delegate to the ASEE Commission on DEI. He sits on university and community boards and advisory committees. Dr. Springer is certified as a Project Management Professional (PMP), Senior Professional in Human Resources (SPHR), SHRM Senior Certified Professional (SCP), in Alternate Dispute Resolution (ADR), and in civil and domestic mediation.

• List of IllustrationsPrefaceIntroductionChapter 1. Program/Project Management CompetenciesChapter 2. The Importance of Program/Project ManagementChapter 3. Process Management—Evolution and DefinitionChapter 4. Contract Types—What Type of Contract Should I Enter Into?Chapter 5. The Bidding Process—Obtaining a Price QuoteChapter 6. Defining the Work to be PerformedChapter 7. Scheduling and Staffing the Work Chapter 8. Risk Management—Mitigating the ImpactChapter 9. Disruptive Technologies—Thinking Outside of the BoxChapter 10. Cost, Schedule, and Performance Management—A Quantitative PremiseChapter 11. Multiple Generations in the Workplace—It's How We Grew UpChapter 12. Connecting Generational Cohorts to Associative ThinkingChapter 13. Leadership and Gender—A Science-Based Understanding Chapter 14. Motivation and Leadership—Why We Do What We DoChapter 15. Organization Design Models—Not Right or Wrong, More or Less ApplicableChapter 16. Building Teams—Understanding Ourselves and Others through MBTIChapter 17. Capitalizing on the Collective Knowledge of the World Chapter 18. Establishing Program/Project Management as a DisciplineChapter 19. Managers, Leaders, and Entrepreneurs Chapter 20. The American Social Economic ContextChapter 21. Career Development—Models Chapter 22. Succession Planning—Providing Opportunities for GrowthChapter 23. The Business Case for Diversity and InclusivityChapter 24. Effective Communication SkillsChapter 25. Change Management—People, the Hardest PartAppendix A—Evaluating the Program PlanAppendix B—Executing the Program PlanAppendix C—Changes to the Program PlanAppendix D—Program Planning Master Process FlowGlossaryBibliographyIndex