Harold Kerzner

Project Management Best Practices (eBook, PDF)

Achieving Global Excellence

• Format: PDF

Produktbeschreibung

The comprehensive guide to project management implementation, updated with the latest in the field Project management has spread beyond the IT world to become a critical part of business in every sphere; built on efficiency, analysis, and codified practice, professional project management leads to the sort of reproducible results and reliable processes that make a business successful. Project Management Best Practices provides implementation guidance for every phase of a project, based on the real-world methodologies from leading companies around the globe. Updated to align with the industry's latest best practices, this new Fourth Edition includes new discussion on Agile and Scrum, tradeoffs and constraints, Portfolio PMO tools, and much more. * Get up-to-date information on the latest best practices that add value at every level of an organization * Gain insight from more than 50 project managers at world-class organizations including Airbus, Heineken, RTA, IBM, Hewlett-Packard, Sony, Cisco, Nokia, and more * Delve deeper into implementation guidance for Agile, Scrum, and Six Sigma * Explore more efficient methodologies, training, measurement, and metrics that boost organization-wide performance * Adopt new approaches to culture and behavioral excellence, including conflict resolution, situational leadership, proactive management, staffing, and more Ideal for both college and corporate training, this book is accompanied by an Instructor's Manual and PowerPoint lecture slides that bring project management concepts right into the classroom. As the field continues to grow and evolve, it becomes increasingly important to stay current with new and established practices; this book provides comprehensive guidance on every aspect of project management, with invaluable real-world insight from leaders in the field.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 784
• Erscheinungstermin: 8. Februar 2018
• Englisch
• ISBN-13: 9781119470779
• Artikelnr.: 54211290

Autorenporträt

HAROLD KERZNER, Ph.D., is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® or global equivalent each year. 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®, ITIL, 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 their Corporate Council.

Inhaltsangabe

Preface xiii1 UNDERSTANDING BEST PRACTICES 11.0 Introduction 11.1 WÄRTSILÄ 21.2 Project Management Best Practices: 1945-1960 31.3 Project Management Best Practices: 1960-1985 51.4 Project Management Best Practices: 1985-2016 81.5 Project Management Best Practices: 2016-Present 131.6 Benefits Management Practice at Dubai Customs 141.7 An Executive's View of Project Management 181.8 Best Practices Process 211.9 Step 1: Definition of a Best Practice 231.10 Step 2: Seeking Out Best Practices 251.11 Dashboards and Scorecards 351.12 Key Performance Indicators 391.13 Step 3: Validating the Best Practice 431.14 Step 4: Levels of Best Practices 451.15 Step 5: Management of Best Practices 471.16 Step 6: Revalidating Best Practices 481.17 Step 7: What to Do with a Best Practice 481.18 Step 8: Communicating Best Practices across the Company 491.19 Step 9: Ensuring Usage of the Best Practices 511.20 Common Beliefs 511.21 Best Practices Library 531.22 Hewlett-Packard: Best Practices in Action 552 FROM BEST PRACTICE TO MIGRAINE HEADACHE 592.0 Introduction 592.1 Good Intentions Becoming Migraines 602.2 Enterprise Project Management Methodology Migraine 612.3 Trade-off Migraine 612.4 Customer Satisfaction Migraine 642.5 Migraine Resulting from Responding to Changing Customer Requirements 652.6 Reporting Level of the PMO Migraine 652.7 Cash Flow Dilemma Migraine 662.8 Scope Change Dilemma Migraine 672.9 Outsource or Not Migraine 682.10 Determining When to Cancel a Project Migraine 682.11 Providing Project Awards Migraine 692.12 Migraine from Having the Wrong Culture in Place 702.13 Migraines Due to Politics 712.14 Migraines Caused by the Seven Deadly Sins 782.15 Sources of Smaller Headaches 912.16 Ten Uglies of Projects 943 JOURNEY TO EXCELLENCE 1033.0 Introduction 1033.1 Strategic Planning for Project Management 1063.2 Roadblocks to Excellence 1143.3 Hitachi Ltd. 115References 1213.4 RTA's Top Management Support for Project Management Excellence 126Levels of PMO Hierarchy 129Top Management and Mega Projects 133Push for Knowledge Sharing 1373.5 Intel Corporation and "Map Days" 1413.6 Apple Computer and Cell Phones 1423.7 The Light at the End of the Tunnel 1423.8 Pursuit Healthcare Advisors 1443.9 Managing Assumptions 1483.10 Managing Assumptions in Conservation Projects--WWF 1493.11 Project Governance 1533.12 Seven Fallacies That Delay Project Management Maturity 1543.13 Motorola 1573.14 Texas Instruments 1583.15 Hewlett-Packard: Recognizing the Need 1603.16 Hewlett-Packard: The Journey and the Obstacles 1623.17 Naviair: On Time--On Budget 1693.18 Avalon Power and Light 1783.19 Roadway Express 1803.20 Kombs Engineering 1813.21 Williams Machine Tool Company 1824 PROJECT MANAGEMENT METHODOLOGIES 1854.0 Introduction 1854.1 Excellence Defi ned 1864.2 Recognizing the Need for Methodology Development 1874.3 Enterprise Project Management Methodologies 1914.4 Benefi ts of a Standard Methodology 1964.5 Critical Components 1974.6 Airbus Space and Defence: Integration of the APQP Methodology within Project Life Cycle 1994.7 Project Quality Gates--Structured Approach to Ensure Project Success 2014.8 Airbus Space and Defense: Integrated Multilevel Schedules 2054.9 Técnicas Reunidas 2084.10 Yanfeng Global Automotive Interior Systems Co. Ltd. 2144.11 Sony Corporation and Earned Value Management 2164.12 Project Management Tools and Socialized Project Management 2204.13 Artifi cial Intelligence and Project Management 2214.14 Life-Cycle Phases 2234.15 Expanding Life-Cycle Phases 2244.16 Churchill Downs Incorporated 2244.17 Indra: The Need for a Methodology 2264.18 Implementing the Methodology 2284.19 Implementation Blunders 2294.20 Overcoming Development and Implementation Barriers 2304.21 Wärtsilä: Recognizing the Need for Supporting Tools 2304.22 General Motors Powertrain Group 2324.23 Ericsson Telecom AB 2334.24 Indra: Closing the Project 2364.25 Rockwell Automation: Quest for a Common Process 2384.26 Sherwin-Williams 2434.27 Hewlett-Packard 2474.28 Airbus Space and Defence: Golden Rules in Project Management 2484.29 When Traditional Methodologies May Not Work 2515 INTEGRATED PROCESSES 2555.0 Introduction 2555.1 Understanding Integrated Management Processes 2565.2 Evolution of Complementary Project Management Processes 2575.3 Zurich America Insurance Company 2615.4 Total Quality Management 2625.5 Concurrent Engineering 2675.6 Risk Management 2685.7 Wärtsilä: The Need for Proactive Risk Management 2715.8 Indra: When a Risk Becomes Reality (Issue Management) 2725.9 The Failure of Risk Management 2765.10 Defi ning Maturity Using Risk Management 2775.11 Boeing Aircraft Company 2785.12 Change Management 2785.13 Other Management Processes 2796 CULTURE 2816.0 Introduction 2816.1 Creation of a Corporate Culture 2826.2 Corporate Values 2846.3 Types of Cultures 2856.4 Corporate Cultures at Work 2876.5 GEA and Heineken Collaboration: A Learning Experience 2896.6 Indra: Building a Cohesive Culture 2956.7 DFCU Financial 2996.8 Hewlett-Packard 3166.9 Barriers to Implementing Project Management in Emerging Markets 3177 MANAGEMENT SUPPORT 3257.0 Introduction 3257.1 Visible Support from Senior Managers 3257.2 Project Sponsorship 3267.3 Excellence in Project Sponsorship 3317.4 The Need for a Project Cancellation Criteria 3317.5 Hewlett-Packard Sponsorship in Action 3337.6 Zurich America Insurance Company: Improving Stakeholder Engagement 3337.7 Project Governance 3357.8 Tokio Marine: Excellence in Project Governance 3377.9 Empowerment of Project Managers 3437.10 Management Support at Work 3447.11 Getting Line Management Support 3477.12 Initiation Champions and Exit Champions 3478 TRAINING AND EDUCATION 3538.0 Introduction 3538.1 Training for Modern Project Management 3538.2 Need for Business Education 3558.3 SAP: Importance of a Project Management Career Path 3568.4 Program Management Training at thyssenkrupp North America 3588.5 International Institute for Learning 3608.6 Identifying the Need for Training 3648.7 Selecting Participants 3658.8 Fundamentals of Project Management Education 3668.9 Some Changes in Project Management Education 3678.10 Designing Courses and Conducting Training 3688.11 Measuring the Return on Investment on Education 3718.12 Project Management Is Now a Profession 3728.13 Competency Models 3738.14 Harris Corporation 3858.15 Nokia: Recognizing the Value of Project Management Excellence 3908.16 Hewlett-Packard 3939 INFORMAL PROJECT MANAGEMENT 3959.0 Introduction 3959.1 Informal versus Formal Project Management 3959.2 Trust 3989.3 Communication 3999.4 Cooperation 4019.5 Teamwork 4029.6 Color-Coded Status Reporting 4039.7 Crisis Dashboards 4039.8 Informal Project Management at Work 40610 BEHAVIORAL EXCELLENCE 40910.0 Introduction 40910.1 Situational Leadership 40910.2 Confl ict Resolution 41210.3 Staffi ng for Excellence 41410.4 Virtual Project Teams 41610.5 Rewarding Project Teams 41810.6 Keys to Behavioral Excellence 42110.7 Proactive versus Reactive Management 42511 MEASURING RETURN ON INVESTMENT ON PROJECT MANAGEMENT TRAINING DOLLARS 42911.0 Introduction 42911.1 Project Management Benefi ts 43011.2 Growth of ROI Modeling 43111.3 The ROI Model 43211.4 Planning Life-Cycle Phase 43311.5 Data Collection Life-Cycle Phase 43411.6 Data Analysis Life-Cycle Phase 43711.7 Reporting Life-Cycle Phase 44111.8 Conclusions 44112 THE PROJECT OFFICE 44312.0 Introduction 44312.1 Boeing 44612.2 Philips Business Group Patient Care and Monitoring Services 44812.3 NTT DATA 45712.4 Cisco Systems 46612.5 Churchill Downs Incorporated: Establishing a PMO 46812.6 Churchill Downs Incorporated: Managing Scope Changes 46912.7 Types of Project Offi ces 47312.8 Hewlett-Packard 47512.9 Star Alliance 47712.10 Project Audits and the PMO 47812.11 Project Health Checks 48212.12 PMO of the Year Award 48413 SIX SIGMA AND THE PROJECT MANAGEMENT OFFICE 49313.0 Introduction 49313.1 Project Management--Six Sigma Relationship 49313.2 Involving the PMO 49413.3 Traditional versus Nontraditional Six Sigma 49513.4 Understanding Six Sigma 49813.5 Six Sigma Myths 50013.6 Use of Assessments 50213.7 Project Selection 50413.8 Typical PMO Six Sigma Projects 50614 PROJECT PORTFOLIO MANAGEMENT 50914.0 Introduction 50914.1 The Portfolio Management Journey at Nordea 51014.2 Resource Management as Part of Portfolio Management at Nordea 51214.3 Involvement of Senior Management, Stakeholders, and the PMO 51514.4 Project Selection Obstacles 52014.5 Identifi cation of Projects 52014.6 Preliminary Evaluation 52414.7 Strategic Selection of Projects 52514.8 Strategic Timing 52814.9 Analyzing the Portfolio 52914.10 Problems with Meeting Expectations 53114.11 Portfolio Management at Rockwell Automation 53314.12 WWF--World Wide Fund for Nature (also Known as World Wildlife Fund) 53515 GLOBAL PROJECT MANAGEMENT EXCELLENCE 53915.0 Introduction 53915.1 IBM 54015.2 Citigroup, Inc. 55715.3 Microsoft Corporation 56115.4 Deloitte: Enterprise Program Management 57315.5 Comau 59415.6 Fluor Corporation: Knowledge Management for Project Execution 61115.7 Siemens PLM Software: Developing a Global Project Management Methodology 62416 VALUE-DRIVEN PROJECT MANAGEMENT 63316.0 Introduction 63316.1 Value over the Years 63416.2 Values and Leadership 63617 EFFECT OF MERGERS AND ACQUISITIONS ON PROJECT MANAGEMENT 65317.0 Introduction 65317.1 Planning for Growth 65317.2 Project Management Value-Added Chain 65417.3 Preacquisition Decision Making 65717.4 Landlords and Tenants 66217.5 Some Best Practices When Companies Work Together 66317.6 Integration Results 66417.7 Value Chain Strategies 66717.8 Failure and Restructuring 66818 AGILE AND SCRUM 67118.0 Introduction 67118.1 Introduction to Agile Delivery 67318.2 Introduction to Scrum 68718.3 Deloitte and Enterprise Value Delivery for Agile Method 70318.4 The Risk of Metric Mania 71019 BENEFITS REALIZATION AND VALUE MANAGEMENT 71519.0 Introduction 71519.1 Understanding the Terminology 71519.2 Redefi ning Project Success 71819.3 Value-Drive Project Management 72019.4 Benefi ts Harvesting 72119.5 The Business Case 72219.6 Timing for Measuring Benefi ts and Value 72319.7 Investment Life-Cycle Phases 72419.8 Categories of Benefi ts and Value 72919.9 Converting Benefi ts to Value 73219.10 Go-Live Project Management 73219.11 Portfolio Benefi ts and Value 73219.12 Alignment to Strategic Objectives 73419.13 Causes of Complete or Partial BRM Failure 73619.14 Conclusion 737INDEX 739