Forecasting Programs - book
For Table of Contents, click Here.
This is what the first readers, the technical editors, are saying about this book:
Eric Uyttewaal’s latest book is a masterpiece of program forecasting for active practitioners and senior executives. Forecasting Programs is sure to join Eric’s previously published works as the relevant industry standard for program scheduling. Kurt H. Gering, PMP, Professor, College of Business, Marquette University, Milwaukee, Wisconsin
If you are about to start your first Program or are a seasoned Program Manager, you will find this book to be the ultimate resource to help guide you, and show you exactly what to do, with example files and how‑to instructions. Before you subject yourself, your teams or your customers to the challenge of forecasting programs, save your reputation and give your programs greater potential for success by following what Eric prescribes in this book! Angelo Arcoleo, PMP, Master Scheduler, Lead Planning Analyst, Harris Corporation
Eric's unique approach and special humor effectively conveys 'why' certain advanced scheduling concepts and techniques are important. This comes with his concise explanations of 'what' to do and 'how' best to get it done. After reading Forecast Programs, you will be efficiently modelling and managing your most complex programs with confidence. Brian Journeaux, Senior Program Management Consultant
I have learned a lot from reading “Forecasting Programs”. As a PMO consultant; I now bring even more knowledge and insights to the table: Program managers and directors quickly appreciate the value of using Eric’s concepts. By configuring MS Project he designed a clever way to integrate Critical Path method and Agile in a single schedule. Eric's books are the gold standard that program and project managers should be following: They need to be in your library! Michael Wharton, Project MVP
There is no other consolidated source, except Eric's courses and books for scheduling a program (master and sub project schedules on MS Project and shared file server, Project Online or Project Server). Before this book, I had applied techniques that caused schedule corruptions. Fighting the corruptions prevented me from providing the program manager with early insights and pushed the resources into heroic efforts to recover to the baseline. Be forewarned of the dangers and be enlightened by the scheduling that will work ... buy this book! Oliver Gildersleeve, Master Scheduler, Engility Corp.
Forecasting programs is one of the very few books that mixes program management standards, best practices and tools in the right ratio to give you insights on creating the right projects for your program. It doesn't stop there, the book also focuses on how you should carefully weave the projects to get optimized results, ways to overcome challenges and achieve business outcomes. B Sai Prasad, PMP, PMI-SP, Microsoft MVP (Project), Cognizant Technology Solutions
The book has 375 pages. The meteorite shower on the front cover is our metaphor for programs: Long-range visions, high-visibility, many moving parts, overwhelming and sometimes destructive (for reputations). That's what programs are. Regardless of the challenges in managing programs, the author thinks that programs are inherently not more complex than projects, they are just on a higher level of abstraction: The deliverables in a project are like projects in a program, dependencies between activities within a project are now dependencies between projects, project objectives are called strategic benefits in programs. Stakeholders are smarter and more assertive in programs. Budgets are much larger. Program managers who try managing a program like a project are doomed to fail. Project management has techniques; programs have their own techniques. So, what are those techniques? That is what this book is about: Eric Uyttewaal and his team developed special techniques and special applications specifically for programs. These innovations allow program managers to forecast their programs, and take corrective action early. Program managers do not need to be monthly-messengers-of-bad-news! With these innovations, they can gain back control over their program, and, at a minimum, manage expectations in a more timely fashion, or ... turn into monthly-messengers-of-good-news!
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