This is the second book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis,What Executives Need to Know About Project Management conveys the basic principles of project management to top managers who need an understanding of the benefits of project management and how it fits into the overall business strategy, without the need to delve into the step-by-step processes.…mehr
This is the second book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis,What Executives Need to Know About Project Management conveys the basic principles of project management to top managers who need an understanding of the benefits of project management and how it fits into the overall business strategy, without the need to delve into the step-by-step processes.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
HAROLD D. KERZNER, PH.D., is Senior Executive Director at the 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. FRANK P. SALADIS, PMP, is a Senior Consultant and Trainer for the International Institute for Learning, Inc. and editor of the allPM.com newsletter, a global project management publication. Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of the Year Award by the Project Management Institute. The award recognizes people who have made significant contributions to the Institute as leaders in project management. Mr. Saladis is the originator of International Project Management Day, held each year to celebrate and recognize project managers from around the world. INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2®, business analysis, Microsoft® Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI® charter global registered education provider, and a member of PMI's Silver Alliance Circle and Corporate Council.
Inhaltsangabe
Preface ix Acknowledgments xiii International Institute for Learning, Inc. (IIL) xv Chapter 1: PROJECT MANAGEMENT PRINCIPLES 1 The Triple Constraint 2 Types of Project Resources 4 Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT 7 Evolution 8 Project Objectives 10 Definition of Success 12 Velocity of Change 14 Authority and Job Descriptions 16 Evaluation of Team Members 18 Accountability 20 Project Management Skills 22 Management Style 24 Project Sponsorship 26 Project Failures 28 Improvement Opportunities 30 Resistance to Change 32 Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT 35 Benefits 36 Quantifying the Benefits 60 Chapter 4: THREE CORE BEST PRACTICES 63 The First Best Practice 64 The Second Best Practice 66 The Third Best Practice 68 Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR 71 How Executives Interface Projects 72 The Executive Sponsor's Role 74 Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES 185 Pushing Sponsorship Down 186 Committee Sponsorship 190 Handling Disagreements with the Sponsor 192 Knowing When to Seek Out the Project Sponsor for Help 194 Types of Sponsor Involvement 196 Placating the (External) Customers 198 Gate Review Meetings 200 Sponsorship Problems 202 The Exit Champion 204 Should a Sponsor Have a Vested Interest? 206 Project Champions versus Exit Champions 208 The Collective Belief 210 Advertising Sponsorship 212 Working with the On-Site Representatives 214 Kickoff Meetings for Projects 216 Taking the Lead 218 Rewarding Project Teams 220 Enterprise Project Management 222 Executive Involvement (with Trade-offs) 224 Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT 227 Measuring Project Management Success after Implementation 228 Success 230 Types of Values 232 Four Cornerstones of Success 234 Success versus Failure 236 High-Level Progress Reporting 238 Validating the Assumptions 240 Accelerating Projects 242 Project Manager Selection 244 Delegation of Authority 246 Visible Support 248 Channels of Communication 250 Avoid Buy-ins 252 Budgeting 254 Working Relationships 256 Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES 259 The New Role for Executives 260 Activities for a Project Management Office 268 The Executive Interface 270 Expectations 272 A Structured Path to Maturity 276 An Unstructured Path to Maturity 278 Conclusions 280 Index 283
Preface ix Acknowledgments xiii International Institute for Learning, Inc. (IIL) xv Chapter 1: PROJECT MANAGEMENT PRINCIPLES 1 The Triple Constraint 2 Types of Project Resources 4 Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT 7 Evolution 8 Project Objectives 10 Definition of Success 12 Velocity of Change 14 Authority and Job Descriptions 16 Evaluation of Team Members 18 Accountability 20 Project Management Skills 22 Management Style 24 Project Sponsorship 26 Project Failures 28 Improvement Opportunities 30 Resistance to Change 32 Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT 35 Benefits 36 Quantifying the Benefits 60 Chapter 4: THREE CORE BEST PRACTICES 63 The First Best Practice 64 The Second Best Practice 66 The Third Best Practice 68 Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR 71 How Executives Interface Projects 72 The Executive Sponsor's Role 74 Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES 185 Pushing Sponsorship Down 186 Committee Sponsorship 190 Handling Disagreements with the Sponsor 192 Knowing When to Seek Out the Project Sponsor for Help 194 Types of Sponsor Involvement 196 Placating the (External) Customers 198 Gate Review Meetings 200 Sponsorship Problems 202 The Exit Champion 204 Should a Sponsor Have a Vested Interest? 206 Project Champions versus Exit Champions 208 The Collective Belief 210 Advertising Sponsorship 212 Working with the On-Site Representatives 214 Kickoff Meetings for Projects 216 Taking the Lead 218 Rewarding Project Teams 220 Enterprise Project Management 222 Executive Involvement (with Trade-offs) 224 Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT 227 Measuring Project Management Success after Implementation 228 Success 230 Types of Values 232 Four Cornerstones of Success 234 Success versus Failure 236 High-Level Progress Reporting 238 Validating the Assumptions 240 Accelerating Projects 242 Project Manager Selection 244 Delegation of Authority 246 Visible Support 248 Channels of Communication 250 Avoid Buy-ins 252 Budgeting 254 Working Relationships 256 Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES 259 The New Role for Executives 260 Activities for a Project Management Office 268 The Executive Interface 270 Expectations 272 A Structured Path to Maturity 276 An Unstructured Path to Maturity 278 Conclusions 280 Index 283
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