Government Program Management

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McGraw Hill Professional, Feb 12, 2011 - Political Science - 464 pages
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PROVEN STRATEGIES FOR APPLYING PROGRAM MANAGEMENT TECHNIQUES TO PUBLIC SECTOR PERFORMANCE MANAGEMENT

Government Program Management examines ongoing global reforms in public-sector program design and management and explains how to deliver public-sector programs in response to these reforms. A new, generic program management model--essential for government executives, program managers, and legislative leaders--is presented. The new model addresses various dysfunctional forces, many of them global in scale, that inhibit public programs from achieving their intended benefits and outcomes.

This in-depth resource discusses broad reforms that fundamentally alter government agency structure, performance reporting and budgeting, composition, and roles and functions. The book also looks at targeted reforms affecting individual programs, covering concept, planning, design, delivery, cost control, and performance reporting. Best practices from both the public and private sectors are covered in this pioneering guide.

Government Program Management covers:

  • Forces for change in government program management: impacts of the new public management theory
  • Problems and issues in public program performance and benefits management
  • Agency performance and program management developments in the United States
  • Applying the industry standard for program management according to the Project Management Institute to public agencies and programs
  • The program management office in the public sector
  • Government workforce changes and implications for program management
  • Public program leadership developments
  • Global models and benchmarks for program management: new public management concepts
  • Models for future programs
  • Case study: a national digital health information system in the United States
  • The special problem of networked and intergovernmental programs
  • Recommendations for changing public program management structure, systems, and processes in the United States beginning with the president
 

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Contents

Introduction
1
New Public Management
21
Chapter 2 Problems and Issues in Public Program Management
53
Chapter 3 Agency Performance and Program Management in the United States
81
Interpretation for PublicSector Programs
127
Chapter 5 The Program Management Office
207
Chapter 6 Government Workforce Changes and Implications for Program Management
235
Chapter 7 Public Program Leadership Developments
257
Chapter 11 The Special Problem of Networked Programs
415
Chapter 12 Recommendations for Changing Public Program Management Structure Systems and Processes
443
Appendix A Program Risk Management Checklist
473
Appendix B Integrated Program Schedule in Microsoft Project Software
481
Appendix C PublicSector Program Management Course Outline
489
Appendix D Project Risk Scenarios and Scheduling
491
Appendix E Government Program Transparency Model
495
References
501

New Public Management Concepts
283
Chapter 9 Models for Future Programs
311
A National Digital Health Information System in the United States
389
Index
505
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About the author (2011)

Bruce Barkley is a former Federal Senior Executive, Executive Office of The President of the United States. He is currently Senior Faculty, Keller Graduate School of Management, Curriculum Coordinator, in the area of Project Management. Barkley served as VP for a business consulting firm in the areas of strategic planning and program management. He is the author of Project Risk Management, Integrated Project Management, Customer-Driven Project Management, Project Management in New Product Development, and Global Program Management, with Paula Wagner.

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