Harold R. Kerzner, Carl Belack

Managing Complex Projects

• Gebundenes Buch

Produktbeschreibung

This is the fourth in a new series of books co-branded with the International Institute for Learning (IIL). It teams best selling author Harold Kerzner with Senior IIL Consultant Carl Belack, to focus on teaching the basic principles of managing complex projects to experienced project managers and others who find themselves managing large projects in a highly complex global environment. Managing Complex Projects contains the entire IIL course--both text and accompanying illustrations in easy and accessible language and format.

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Produktdetails

• Wiley Series in Project Management
• Verlag: Wiley & Sons
• Artikelnr. des Verlages: 14560034000
• 1. Auflage
• Seitenzahl: 416
• Erscheinungstermin: 21. September 2010
• Englisch
• Abmessung: 238mm x 164mm x 35mm
• Gewicht: 695g
• ISBN-13: 9780470600344
• ISBN-10: 0470600349
• Artikelnr.: 29580126

Autorenporträt

HAROLD D. KERZNER, PHD, is Senior Executive Director at International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management; total quality management; and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition . CARL BELACK, PMP, is a Senior Consultant and Trainer for International Institute for Learning, Inc. INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) is a global leader in training, consulting, coaching, and customized course development. IIL's core competencies include: project, program, and portfolio management; business analysis; Microsoft(R) Project and Project Server; Lean Six Sigma; PRINCE2(R); ITIL(R); and leadership and interpersonal skills. IIL delivers innovative, effective, and consistent training solutions through a variety of learning approaches, including traditional classroom, virtual classroom, simulation training, and interactive, on-demand learning. IIL is a PMI(R) Charter Global Registered Education Provider, a member of PMI's Corporate Council, an Accredited Training Organization for PRINCE2 and ITIL, a Microsoft Gold Certified Partner and an IIBA(R) Endorsed Education Provider. For more information, visit www.iil.com See a listing of IIL's webinars at www.iil.com/webinars

Inhaltsangabe

Preface. Acknowledgments. International Institute for Learning, Inc. (IIL).
Chapter 1: PROJECT MANAGEMENT FRAMEWORK. Project Characteristics. The
Complexity of Defining Complexity. Components of Complex Projects. The
Triple Constraint. Secondary Success Factors. Other Success Factors. The
Modified Triple Constraint. Prioritization of Constraints. Types of Project
Resources. Skill Set. Three Critical Requirements. Problem Identification
and Solution. The "Traditional" Project. The "Nontraditional" (Complex)
Project. Why Traditional Project Management Must Change. Traditional versus
Complex Projects. The Need for "Value" as a Driver. The Benefi ts of
"Value" as a Driver. Elements of Complexity. Types of Virtual Teams.
Virtual Team Competencies. Virtual Team Myths. Customer RFP Requirements.
The Need for Business Solution Partners. "Engagement" Expectations. Before
and After Engagement Project Management. Percentage of Projects Using
Project Management. Possible Complex Project Outcomes. Long-Term
Globalization Project Management Strategy. Global versus Nonglobal
Companies. Quantity of Tools. Project Management Software. Areas of Best
Practices. The Collective Belief. Chapter 2: INTEGRATION MANAGEMENT.
Changes in Focus. Project Sponsorship (1 of 2). Project Sponsorship (2 of
2). Project Accountability. EPM Methodologies. Enterprise Environmental
Factors. Organizational Process Assets. Weaknesses in Leadership Skills.
Project's Business Case. Project Governance. Project's Assumptions.
Alignment of Goals. Expert Judgment. Project Charter. Project
Decision-Making. Go and No-Go Decision Points. Project Replanning.
Optimism. Poor Project Performance. Project Justification. Project Plan
Ownership. The Project Plan: Summary Levels. Project Management Plan.
Project Approvals. Project's Constraints. Identification of Deliverables.
Change Management. Change Control Meetings. Conducting Meetings.
Partnerships and Alliances. Ability to Change. Chapter 3: SCOPE MANAGEMENT.
Project Boundaries. Stakeholder Identification. Requirements Collection.
Changing Product Requirements. The Project Plan: Work Package Levels.
Project's Deliverables. Work Performance Information. Verify Scope. Control
Scope. Chapter 4: TIME MANAGEMENT. Project Dependencies. Templates.
Activity List. Project Schedule. Purpose of Schedule. Types of Schedules.
Published Estimating Data. Project Management Software. Top-Down versus
Bottom-Up Estimating. Three-Point Estimates. Duration versus Effort.
"What-if" Scenarios. Schedule Compression Techniques. Chapter 5: COST
MANAGEMENT. The Basis for Project Funding. Project Funding. Multiple
Funding Sources. Management Reserves. Cost-Estimating Techniques. Use of
Earned Value Measurement. Forecast Reports. Chapter 6: HUMAN RESOURCES
MANAGEMENT. Fervent Belief. Conflicts over Objectives. Shifting Leadership.
Wage and Salary Inconsistencies. High Stakes. Culture. Multiple Cultures.
Multicultural Teams. Shifting of Key Personnel. Quantity of Resources.
Quality of the Resources. Availability of Resources. Control of the
Resources. Worker Retention. Chapter 7: PROCUREMENT MANAGEMENT.
Material/Service Requirements. BOT/ROT Contracts. Control of Vendors.
Regulations Governing Vendor Selection. Impact of Stakeholders. Adversarial
Procurement Positions. Multiple Contract Types. Chapter 8: QUALITY
MANAGEMENT. "Satisficing" Zones. Different Life Cycles. Technology.
Cost-Benefit Analysis. New Quality Boundaries. Chapter 9: RISK MANAGEMENT.
Complexity, Uncertainty, and Risk. Risk Management. Identify Risks. Unequal
Contingency Planning. Risk Analysis. Multiple Options Analysis. Risk
Prioritization. Determining Risk Response Strategies. Monitoring and
Controlling Risk. Technical Risks. Management Reserve. Chapter 10:
COMMUNICATIONS MANAGEMENT. Stakeholders. Stakeholder Commitment. Getting
Stakeholder Agreements. Stakeholder Issues and Challenges. Making Bad
Assumptions. Another Bad Assumption. Value Creation. Stakeholder Management
Responsibility. Changing Views in Stakeholder Management. Life-Cycle
Stakeholder Management. Stakeholder Management--Macro Level. Stakeholder
Management versus Customer Loyalty. Stakeholder Management--Micro Level.
Stakeholder Identification. Classification of Stakeholders. Tiered
Stakeholder Identification. Managing Stakeholder Expectations. Managing
Stakeholder Expectations: The Design of Health Care Products. Perform
Stakeholder Analysis. Stakeholder Mapping. Key Stakeholders. Unimportant
Stakeholders. Perform Stakeholder Engagements. Defining Key Performance
Indicators (KPIs). Prioritizing Stakeholders' Needs. Stakeholder
Information Flow. Virtual Teams. Measuring KPIs. Reporting KPI Data.
Summarized KPI Milestones. Stakeholder Communications. Project Review
Meetings. Stakeholder Scope Change Requests. Linear Thinking. Enforcing
Stakeholder Agreements. Stakeholder Debriefing Sessions. Satisfaction
Management Survey Factors. Complex Project Management Skills. Three
Critical Factors for Successful Stakeholder Management. Successful
Stakeholder Management. Failures in Stakeholder Management. Final Thoughts.
Index.