Preface

From the invention of Gantt charts to help a project managers monitor project progress in the early 1900s to the development of traditional1 project management (ProM) methodology in the early 1960s, the field of project management has advanced rapidly during the last twenty years. More particularly, the technological advancements during the fourth and fifth industrial revolutions (IRs 4.0 and 5.0), from 2011 to the present, have significantly improved the effectiveness of traditional ProM methods and practices. Many of the technologies developed during IR 4.0, such as the Internet of Things (IoT), Industrial Internet of Things (IIoT), cloud computing, cognitive computing, and machine learning and artificial intelligence (ML-AI), have led to the incorporation of existing IR 5.0 technology enablers into the modern ProM approach to reduce project failures and risks. These IR 5.0 technology enablers include advanced ML-AI, blockchains, banking 4.0, advanced WiFi, 5G communications, digital tween engines, and big data analytics (BDA). These ProM advancements can be referred to as the modernization and enhancement of traditional ProM methodology ensuring all potential program and technical risks are (1) identified during planning and (2) properly addressed and mitigated during the ProM lifecycle process. In summary, the objective of this modernization is to develop effective ProM methods to help project managers and associated execution teams avoid project failures and reduce identified risks. Typical identified risks include schedule, cost, technical performance, and related risks.

This book is a reference book for educators, engineers, scientists, and researchers in the fields of project and program management2 (PProM). It is a collection of chapters related to recent advancements in PProM approaches and practices. Chapters discuss PProM topics ranging from program management fundamentals to current trends for PProM approaches and practices. The book is organized into four sections that

<sup>1</sup> In layperson terms, the traditional PProM methodology is defined as a combination of common program/ project management practices and tools concerning logic, program/project planning and management supporting tools (i.e., decision support and analysis tools), systematic combination of rigorous knowledge, methods, and processes that can help program/project managers and teams to plan, develop, monitor, and control a program/project along a continuous program/project lifecycle process from the planning phase to a successful completion. The goal of PPRoM methodology is to provide effective PProM while avoiding program/project failure and reducing risks.

<sup>2</sup> In general, project management is defined as the application of processes, methods, skills, knowledge, and experience to achieve specific project objectives according to the project entrance/exit acceptance criteria within agreed project and technical performance parameters. Using a specific project management approach, a project manager plans, implements project plans, including allocation of project resources, tracks progress, monitors progress, manages risks, communicates with team members, and performs related activities according to the project plan. Program management involves managing a program with multiple, related projects. Since programs are often linked to organizations' strategic initiatives, they are often long running.

address the following key topics in PProM: (1) program management fundamentals, (2) project management maturity modeling, (3) current trends for PProM approaches, and (4) program management interface.

Section 1, "Overview of Program Management", includes one chapter, which is referred to as the introductory chapter. The chapter provides an overview of the program fundamentals and a description of typical program lifecycle management approaches for defense, civilian, and commercial programs. Additionally, the chapter also discusses the current program management trends leveraging advanced ML-AI and related technology enablers.

Section 2, "Project Management Maturity Modeling", also includes one chapter. This chapter proposes a project management maturity model with specific application to the power sector in South Africa (SA). Additionally, this chapter describes a conceptual model for measuring the project management maturity in the SA's power sector. It also addresses the key project parameters that constitute a conceptual model for measuring the maturity of the implemented program management approach.

Section 3, "Current Trends for Program and Project Management Approaches", includes four chapters. The first chapter presents an approach for balancing hedging and flexing for inclusive project management that is adaptable to the dynamic of social and technological changes. The chapter also describes selection criteria and discusses tools that can be used for balancing hedging and flexing for inclusive project management. The second chapter addresses recent advances in the Information Technology (IT) project management approach using fuzzy expert systems (FES). Additionally, this chapter also demonstrates that FES can be used as a reusable management tool to increase IT management effectiveness by leveraging the enrichment of knowledge and databases from past IT projects. The third chapter presents an approach to integrate several key program management discipline areas with emerging data and decision sciences (DDS). This chapter focuses on three key discipline areas related to schedule, cost, and risk management along with recent DDS technology enablers, including BDA, AI, and ML. Finally, the fourth chapter identifies and discusses the challenges associated with program planning and management (PPlaM) for defense advanced concept technology (ACT) programs and presents a newly proposed innovative PPlaM approach addressing these ACT challenges. It describes and discusses the key innovative features of the proposed approach, including the new approaches for (1) quantifying ACT program risks using the simplified Cooper Chart technique, (2) identifying desired ACT program planning activities using the tailored Zachman framework, (3) selecting desired PPlaM activities for balancing cost as well as technical and program management risks from both government and contractor perspectives, and (4) leveraging ML-AI and BDA technology enablers for improving the effectiveness of existing PPlaM supporting tools and processes.

Section 4, "Project Management Interface within a Project Life Cycle", includes one chapter. This chapter emphasizes the improvement of project management success through inter-organizational (IO) interfaces and collaboration between the project's front end and the project's initiation phase. It discusses IO interfaces and the collaboration of a practical for-profit organization between the front-end office, the sales office, and the project management and technical teams. Because the sales office is in the front end, it starts the front-end phase, and the project management and

**V**

technical teams (ie, the project team) initiate the project initiation phase. The project team usually sets the strategic and operational direction for the rest of the project after the front-end sales office begins the project. Furthermore, the chapter attempts to (1) provide a better understanding of IO interfaces and the collaboration between the sales office and the project team and (2) identify potential deficiencies of existing project planning and management approaches to reduce project failures and improve

We would like to recognize the contributions of several key people to the creation of this professional technical book and express our deep gratitude to all the authors and coauthors for their contributions and several anonymous reviewers. The success of this book is not only the result of the work of the authors, coauthors, and reviewers but also of the cooperation of several people at IntechOpen who provided constant support. Particularly, we would like to thank IntechOpen Publishing Process Manager, Ms. Paula Gavran for her invaluable assistance, conscientiousness, and relentless support during the review, editing, and publishing processes - without her, this book would not have been possible. We also thank the Commissioning Editor,

The co-editor of this book would like to thank his colleagues and managers at California State University, Fullerton and the Aerospace Corporation, respectively, for their continuous support. He also wants to thank his wonderful wife, Thu-Hang

**Marinela Mircea, Ph.D.**

Bucharest, Romania

**Tien M. Nguyen, Ph.D.** Adjunct Research Professor,

Fullerton, California, U.S.A

Informatics and Cybernetics Economy Department,

Center for Computational and Applied Mathematics (CCAM),

Bucharest University of Economic Studies,

Chair of the CCAM Advisory Board,

(Also, with Aerospace Corporation)

California State University in Fullerton,

Professor,

Nguyen, for her patience, encouragement, and continuous support.

project management success.

Ms. Jelena Germuth.

technical teams (ie, the project team) initiate the project initiation phase. The project team usually sets the strategic and operational direction for the rest of the project after the front-end sales office begins the project. Furthermore, the chapter attempts to (1) provide a better understanding of IO interfaces and the collaboration between the sales office and the project team and (2) identify potential deficiencies of existing project planning and management approaches to reduce project failures and improve project management success.

We would like to recognize the contributions of several key people to the creation of this professional technical book and express our deep gratitude to all the authors and coauthors for their contributions and several anonymous reviewers. The success of this book is not only the result of the work of the authors, coauthors, and reviewers but also of the cooperation of several people at IntechOpen who provided constant support. Particularly, we would like to thank IntechOpen Publishing Process Manager, Ms. Paula Gavran for her invaluable assistance, conscientiousness, and relentless support during the review, editing, and publishing processes - without her, this book would not have been possible. We also thank the Commissioning Editor, Ms. Jelena Germuth.

The co-editor of this book would like to thank his colleagues and managers at California State University, Fullerton and the Aerospace Corporation, respectively, for their continuous support. He also wants to thank his wonderful wife, Thu-Hang Nguyen, for her patience, encouragement, and continuous support.

> **Marinela Mircea, Ph.D.** Professor, Informatics and Cybernetics Economy Department, Bucharest University of Economic Studies, Bucharest, Romania

#### **Tien M. Nguyen, Ph.D.**

Adjunct Research Professor, Chair of the CCAM Advisory Board, Center for Computational and Applied Mathematics (CCAM), California State University in Fullerton, Fullerton, California, U.S.A (Also, with Aerospace Corporation)

**1**

Section 1

Overview of Program

Management

### Section 1
