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STANDARDS AND GUIDES IN PROGRAM AND PROJECT MANAGEMENT Association for Project Management. APM Body of Knowledge , 6th ed. Buckinghamshire:

Association for Project Management, 2012. Ohara, Shigenobu. P2M: A guidebook of project & program management , 2005 ed. Tokyo:

Project Management Association of Japan, 2005. Project Management Institute. A Guide to the Project Management Body of Knowledge

(PMBOK Guide) , 5th ed. Newtown Square, PA: Project Management Institute, Inc., 2013.

Project Management Institute. The Standard for Program Management , 3d ed. Newtown Square, PA: Project Management Institute, 2013.

The Stationery Offi ce. TSO. Managing Successful Programmes , 2011 ed. Norwich, UK: The Stationery Offi ce, 2011.

FIRST- AND SECOND-GENERATION PROGRAMMATICS Cobb, Charles. Making Sense of Agile: A Project Management Perspective . Hoboken, NJ:

John Wiley & Sons, Inc., 2011. DeCarlo, Doug, James P. Lewis, and Robert K. Wysocki. EXtreme Project Management:

Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility . San Francisco, CA: Jossey-Bass, 2004.

Goodpasture, John C. Project Management the Agile Way: Making It Work in the Enterprise . Ft. Lauderdale, FL: J. Ross Publishing, 2010.

Kerzner, Harold. Project Management: A Systems Approach to Planning, Scheduling, and

Controlling , 11th ed. Hoboken, NJ: John Wiley & Sons, Inc., 2013. Norman, Eric S., Shelly A. Brotherton, and Robert T. Fried. Work Breakdown Structures:

The Foundation for Project Management Excellence . Hoboken, NJ: John Wiley & Sons, Inc., 2008.

Shenhar, Aaron, and Dov Dvir. Reinventing Project Management: The Diamond Approach to

Successful Growth and Innovation . Boston, MA: Harvard Business School Press, 2007. Wysocki, Robert K. Effective Project Management: Traditional, Agile, Extreme , 7th ed.

Hoboken, NJ: John Wiley & Sons, Inc., 2014.

Managing Complex Projects and Programs: How to Improve

Leadership of Complex Initiatives Using a Third-Generation

Approach by Richard J. Heaslip, PhDCopyright © 2014 Richard J. Heaslip. All rights reservedPublished by John Wiley & Sons, Inc., Hoboken, New Jersey

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DISTINCTIONS BETWEEN PROJECTS AND PROGRAMS, PROJECT MANAGEMENT AND PROGRAM MANAGEMENT Cicmil, Svetlana, Terry Williams, Janice Thomas, and Damian Hodgson. “Rethinking

Project Management: Researching the Actuality of Projects,” International Journal of

Project Management 24, no. 8 (2006): 675–686. Lycett, Mark, Andreas Rassau, and John Danson. “Program Management: A Critical

Review,” International Journal of Project Management 22, no. 4 (2004): 289–299. Maylor, Harvey, Tim Brady, Terry Cooke-Davies, and Damian Hodgson. “From

Projectifi cation to Programmifi cation,” International Journal of Project Management 24, no. 8 (2006): 663–674.

Pellegrinelli, Sergio, David Partington, Chris Hemingway, Zaher Mohdzain, and Mahmood Shah. “The Importance of Context in Programme Management: An Empirical Review of Programme Practices,” International Journal of Project

Management 25, no. 1 (2007): 41–55. Pellegrinelli, Sergio. “What ’s in a Name: Project or Programme?,” International Journal

of Project Management 29, no. 2 (2011): 232–240. Thiry, Michel, and Mannon Deguire. “Program Management as an Emergent Order

Phenomenon,” Proceedings of the PMI Research Conference (2004). Thiry, Michel. Competitive Program Management . Farnham, UK: Gower, 2010. Thiry, Michel. “Combining Value and Project Management into an Effective Programme

Management Model,” International Journal of Project Management 20, no. 3 (2002): 221–227.

COMPLEXITY MANAGEMENT Beer, Stafford. Designing Freedom: With Sketches by the Author . London: John Wiley &

Sons, Inc., 1974. Cicmil, Svetlana, Terry Cooke-Davies, Lynn Crawford, and Kurt Richardson. Exploring

the Complexity of Projects. Newtown Square, PA: Project Management Institute, 2009.

Contractor, Noshir S., Leslie A. DeChurch, Jay Carson, Dorothy R. Carter, and Brian Keegan. “The Topology of Collective Leadership,” The Leadership Quarterly 23, no. 6 (2012): 994–1011.

Curlee, Wanda, and Robert L. Gordon. Complexity Theory and Project Management . Hoboken, NJ: John Wiley & Sons, Inc., 2011.

DeRue, D. Scott. “Adaptive Leadership Theory: Leading and Following as a Complex Adaptive Process,” Research in Organizational Behavior 31 (2011): 125–150.

Friedrich, Tamara L., William B. Vessey, Matthew J. Schuelke, Gregory A. Ruark, and Michael D. Mumford. “A Framework for Understanding Collective Leadership: The Selective Utilization of Leader and Team Expertise within Networks,” The

Leadership Quarterly 20, no. 6 (2009): 933–958. Jackson, Michael C. Systems Thinking: Creative Holism for Managers . Chichester, West

Sussex: John Wiley & Sons, Inc., 2003.

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Lichtenstein, Benyamin B., Mary Uhl-Bien, Russ Marion, Anson Seers, James D. Orton, and Craig Schreiber. “Complexity Leadership Theory: An Interactive Perspective on Leading in Complex Adaptive Systems,” Emergence: Complexity and Organization 8, no. 4 (2006): 2–12.

Maylor, Harvey, Richard Vidgen, and Stephen Carver. “Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice,” Project Management Journal 39, no. 1 (2008): S15–S26.

Remington, Kaye, and Julien Pollack. Tools for Complex Projects . Aldershot, England: Gower, 2007.

Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era,” The Leadership

Quarterly 18, no. 4 (2007): 298–318. Uhl-Bien, Mary, and Russ Marion. Complexity Leadership. Part 1: Conceptual Foundations .

Charlotte, NC: IAP, Information Age Publishing, 2007. Uhl-Bien, Mary, and Russ Marion. “Complexity Leadership in Bureaucratic Forms of

Organizing: A Meso Model,” The Leadership Quarterly 20, no. 4 (2009): 631–650.

PROGRAM LEADERSHIP COMPETENCY DEVELOPMENT Association for Project Management. APM Competence Framework . High Wycombe,

Buckinghamshire, UK: Association for Project Management, 2008. Partington, David, Sergio Pellegrinelli, and Malcolm Young. “Attributes and Levels of

Programme Management Competence: An Interpretive Study,” International Journal

of Project Management 23, no. 2 (2005): 87–95. Pellegrinelli, Sergio. Thinking and Acting as a Great Programme Manager . Houndmills,

Basingstoke, Hampshire, UK: Palgrave Macmillan, 2008. Project Management Institute. Organizational Project Management Maturity Model

(OPM3): [Knowledge Foundation] , 3d ed. Newtown Square, PA: Project Management Institute, 2013.