Cover image for Project Management Best Practices: Achieving Global Excellence, 4th Edition

Project Management Best Practices: Achieving Global Excellence, 4th Edition

Author Harold Kerzner
Release Date: 2018/03/01
ISBN: 9781119468851
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Book Description

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.

Table of Contents

  1. Preface
  2. 1 Understanding Best Practices
    1. 1.0 Introduction
    2. 1.1 WÄRTSILÄ
    3. 1.2 Project Management Best Practices: 1945–1960
    4. 1.3 Project Management Best Practices: 1960–1985
    5. 1.4 Project Management Best Practices: 1985–2016
    6. 1.5 Project Management Best Practices: 2016–Present
    7. 1.6 Benefits Management Practice at Dubai Customs
    8. 1.7 An Executive’s View of Project Management
    9. 1.8 Best Practices Process
    10. 1.9 Step 1: Definition of a Best Practice
    11. 1.10 Step 2: Seeking Out Best Practices
    12. 1.11 Dashboards and Scorecards
    13. 1.12 Key Performance Indicators
    14. 1.13 Step 3: Validating the Best Practice
    15. 1.14 Step 4: Levels of Best Practices
    16. 1.15 Step 5: Management of Best Practices
    17. 1.16 Step 6: Revalidating Best Practices
    18. 1.17 Step 7: What to Do with a Best Practice
    19. 1.18 Step 8: Communicating Best Practices across the Company
    20. 1.19 Step 9: Ensuring Usage of the Best Practices
    21. 1.20 Common Beliefs
    22. 1.21 Best Practices Library
    23. 1.22 Hewlett-Packard: Best Practices in Action
    24. Notes
  3. 2 From Best Practice to Migraine Headache
    1. 2.0 Introduction
    2. 2.1 Good Intentions Becoming Migraines
    3. 2.2 Enterprise Project Management Methodology Migraine
    4. 2.3 Trade-off Migraine
    5. 2.4 Customer Satisfaction Migraine
    6. 2.5 Migraine Resulting from Responding to Changing Customer Requirements
    7. 2.6 Reporting Level of the PMO Migraine
    8. 2.7 Cash Flow Dilemma Migraine
    9. 2.8 Scope Change Dilemma Migraine
    10. 2.9 Outsource or Not Migraine
    11. 2.10 Determining When to Cancel a Project Migraine
    12. 2.11 Providing Project Awards Migraine
    13. 2.12 Migraine from Having the Wrong Culture in Place
    14. 2.13 Migraines Due to Politics
    15. 2.14 Migraines Caused by the Seven Deadly Sins
    16. 2.15 Sources of Smaller Headaches
    17. 2.16 Ten Uglies of Projects
    18. Notes
  4. 3 Journey to Excellence
    1. 3.0 Introduction
    2. 3.1 Strategic Planning for Project Management
    3. 3.2 Roadblocks to Excellence
    4. 3.3 Hitachi Ltd.
    5. References
    6. 3.4 RTA’s Top Management Support for Project Management Excellence
    7. 3.5 Intel Corporation and “Map Days”
    8. 3.6 Apple Computer and Cell Phones
    9. 3.7 The Light at the End of the Tunnel
    10. 3.8 Pursuit Healthcare Advisors
    11. 3.9 Managing Assumptions
    12. 3.10 Managing Assumptions in Conservation Projects—WWF
    13. 3.11 Project Governance
    14. 3.12 Seven Fallacies That Delay Project Management Maturity
    15. 3.13 Motorola
    16. 3.14 Texas Instruments
    17. 3.15 Hewlett-Packard: Recognizing the Need
    18. 3.18 Hewlett-Packard: The Journey and the Obstacles
    19. 3.19 Naviair: On Time—On Budget
    20. 3.20 Avalon Power and Light
    21. 3.21 Roadway Express
    22. 3.22 Kombs Engineering
    23. 3.23 Williams Machine Tool Company
    24. Notes
  5. 4 Project Management Methodologies
    1. 4.0 Introduction
    2. 4.1 Excellence Defined
    3. 4.2 Recognizing the Need for Methodology Development
    4. 4.3 Enterprise Project Management Methodologies
    5. 4.4 Benefits of a Standard Methodology
    6. 4.5 Critical Components
    7. 4.6 Airbus Space and Defence: Integration of the APQP Methodology within Project Life Cycle
    8. 4.7 Project Quality Gates—Structured Approach to Ensure Project Success
    9. 4.8 Airbus Space and DefenCe: Integrated Multilevel Schedules
    10. 4.9 Técnicas Reunidas
    11. 4.10 Yanfeng Global Automotive Interior Systems Co. Ltd.
    12. 4.11 Sony Corporation and Earned Value Management
    13. 4.12 Project Management Tools and Socialized Project Management
    14. 4.13 Artificial Intelligence and Project Management
    15. 4.14 Life-Cycle Phases
    16. 4.15 Expanding Life-Cycle Phases
    17. 4.16 Churchill Downs Incorporated
    18. 4.17 Indra: The Need for a Methodology
    19. 4.18 Implementing the Methodology
    20. 4.19 Implementation Blunders
    21. 4.20 Overcoming Development and Implementation Barriers
    22. 4.21 WÄrtsilÄ: Recognizing the Need for Supporting Tools
    23. 4.22 General Motors Powertrain Group
    24. 4.23 Ericsson Telecom AB
    25. 4.24 Indra: Closing the Project
    26. 4.25 Rockwell Automation: Quest for a Common Process
    27. 4.26 Sherwin-Williams
    28. 4.27 Hewlett-Packard
    29. 4.28 Airbus Space and Defence: Golden Rules in Project Management
    30. 4.29 When Traditional Methodologies May Not Work
  6. 5 Integrated Processes
    1. 5.0 Introduction
    2. 5.1 Understanding Integrated Management Processes
    3. 5.2 Evolution of Complementary Project Management Processes
    4. 5.3 Zurich America Insurance Company
    5. 5.4 Total Quality Management
    6. 5.5 Concurrent Engineering
    7. 5.6 Risk Management
    8. 5.7 Wärtsilä: The Need for Proactive Risk Management
    9. 5.8 Indra: When a Risk Becomes Reality (Issue Management)
    10. 5.9 The Failure of Risk Management
    11. 5.10 Defining Maturity Using Risk Management
    12. 5.11 Boeing Aircraft Company
    13. 5.12 Change Management
    14. 5.13 Other Management Processes
    15. Notes
  7. 6 Culture
    1. 6.0 Introduction
    2. 6.1 Creation of a Corporate Culture
    3. 6.2 Corporate Values
    4. 6.3 Types of Cultures
    5. 6.4 Corporate Cultures at Work
    6. 6.5 GEA and Heineken Collaboration: A Learning Experience
    7. 6.6 Indra: Building a Cohesive Culture
    8. 6.7 DFCU Financial
    9. 6.8 Hewlett-Packard
    10. 6.9 Barriers to Implementing Project Management in Emerging Markets
    11. Notes
  8. 7 Management Support
    1. 7.0 Introduction
    2. 7.1 Visible Support from Senior Managers
    3. 7.2 Project Sponsorship
    4. 7.3 Excellence in Project Sponsorship
    5. 7.4 The Need for a Project Cancellation Criteria
    6. 7.5 Hewlett-Packard Sponsorship in Action
    7. 7.6 Zurich America Insurance Company: Improving Stakeholder Engagement
    8. 7.7 Project Governance
    9. 7.8 Tokio Marine: Excellence in Project Governance
    10. 7.9 Empowerment of Project Managers
    11. 7.10 Management Support at Work
    12. 7.11 Getting Line Management Support
    13. 7.12 Initiation Champions and Exit Champions
    14. Notes
  9. 8 Training and Education
    1. 8.0 Introduction
    2. 8.1 Training for Modern Project Management
    3. 8.2 Need for Business Education
    4. 8.3 SAP: Importance of a Project Management Career Path
    5. 8.4 Program Management Training at Thyssenkrupp North America
    6. 8.5 International Institute for Learning
    7. 8.6 Identifying the Need for Training
    8. 8.7 Selecting Participants
    9. 8.8 Fundamentals of Project Management Education
    10. 8.9 Some Changes in Project Management Education
    11. 8.10 Designing Courses and Conducting Training
    12. 8.11 Measuring the Return on Investment on Education
    13. 8.12 Project Management Is Now a Profession
    14. 8.13 Competency Models
    15. 8.14 Harris Corporation
    16. 8.15 Nokia: Recognizing the Value of Project Management Excellence
    17. 8.16 Hewlett-Packard
    18. Notes
  10. 9 Informal Project Management
    1. 9.0 Introduction
    2. 9.1 Informal versus Formal Project Management
    3. 9.2 Trust
    4. 9.3 Communication
    5. 9.4 Cooperation
    6. 9.5 Teamwork
    7. 9.6 Color-Coded Status Reporting
    8. 9.7 Crisis Dashboards
    9. 9.8 Informal Project Management at Work
    10. Notes
  11. 10 Behavioral Excellence
    1. 10.0 Introduction
    2. 10.1 Situational Leadership
    3. 10.2 Conflict Resolution
    4. 10.3 Staffing for Excellence
    5. 10.4 Virtual Project Teams
    6. 10.5 Rewarding Project Teams
    7. 10.6 Keys to Behavioral Excellence
    8. 10.7 Proactive versus Reactive Management
    9. Notes
  12. 11 Measuring Return on Investment on Project Management Training Dollars
    1. 11.0 INTRODUCTION
    2. 11.1 PROJECT MANAGEMENT BENEFITS
    3. 11.2 GROWTH OF ROI MODELING
    4. 11.3 THE ROI MODEL
    5. 11.4 PLANNING LIFE-CYCLE PHASE
    6. 11.5 DATA COLLECTION LIFE-CYCLE PHASE
    7. 11.6 Data Analysis Life-Cycle Phase
    8. 11.7 Reporting Life-Cycle Phase
    9. 11.8 Conclusions
    10. Notes
  13. 12 The Project Office
    1. 12.0 Introduction
    2. 12.1 Boeing
    3. 12.2 Philips Business Group Patient Care and Monitoring Services
    4. 12.3 NTT DATA
    5. 12.4 Cisco Systems
    6. 12.5 Churchill Downs Incorporated: Establishing a PMO
    7. 12.6 Churchill Downs Incorporated: Managing Scope Changes
    8. 12.7 Types of Project Offices
    9. 12.8 Hewlett-Packard
    10. 12.9 Star Alliance
    11. 12.10 Project Audits and the PMO
    12. 12.11 Project Health Checks
    13. 12.12 PMO of the Year Award
    14. Notes
  14. 13 Six Sigma and the Project Management Office
    1. 13.0 Introduction
    2. 13.1 Project Management—Six Sigma Relationship
    3. 13.2 Involving the PMO
    4. 13.3 Traditional versus Nontraditional Six Sigma
    5. 13.4 Understanding Six Sigma
    6. 13.5 Six Sigma Myths
    7. 13.6 Use of Assessments
    8. 13.7 Project Selection
    9. 13.8 Typical PMO Six Sigma Projects
    10. Notes
  15. 14 Project Portfolio Management
    1. 14.0 Introduction
    2. 14.1 The Portfolio Management Journey at Nordea
    3. 14.2 Resource Management as Part of Portfolio Management at Nordea
    4. 14.3 Involvement of Senior Management, Stakeholders, and the PMO
    5. 14.4 Project Selection Obstacles
    6. 14.5 Identification of Projects
    7. 14.6 Preliminary Evaluation
    8. 14.7 Strategic Selection of Projects
    9. 14.8 Strategic Timing
    10. 14.9 Analyzing the Portfolio
    11. 14.10 Problems with Meeting Expectations
    12. 14.11 Portfolio Management at Rockwell Automation
    13. 14.12 WWF—World Wide Fund for Nature (also known as World Wildlife Fund)
    14. Notes
  16. 15 Global Project Management Excellence
    1. 15.0 Introduction
    2. 15.1 IBM
    3. 15.2 Citigroup, Inc.
    4. 15.3 Microsoft Corporation
    5. 15.4 Deloitte: Enterprise Program Management
    6. 15.5 Comau
    7. 15.6 Fluor Corporation: Knowledge Management for Project Execution
    8. 15.7 Siemens PLM Software: Developing a Global Project Management Methodology
    9. Notes
  17. 16 Value-Driven Project Management
    1. 16.0 Introduction
    2. 16.1 Value over the Years
    3. 16.2 Values and Leadership
    4. Notes
  18. 17 Effect of Mergers and Acquisitions on Project Management
    1. 17.0 Introduction
    2. 17.1 Planning for Growth
    3. 17.2 Project Management Value-Added Chain
    4. 17.3 Preacquisition Decision Making
    5. 17.4 Landlords and Tenants
    6. 17.5 Some Best Practices When Companies Work Together
    7. 17.6 Integration Results
    8. 17.7 Value Chain Strategies
    9. 17.8 Failure and Restructuring
    10. Notes
  19. 18 Agile and Scrum
    1. 18.0 Introduction
    2. 18.1 Introduction to Agile Delivery
    3. Notes
  20. 19 Benefits Realization and Value Management
    1. 19.1 Introduction
    2. 19.2 Understanding the Terminology
    3. 19.3 Redefining Project Success
    4. 19.4 Value-Drive Project Management
    5. 19.5 Benefits Harvesting
    6. 19.6 The Business Case
    7. 19.7 Timing for Measuring Benefits and Value
    8. 19.8 Investment Life-Cycle Phases
    9. 19.9 Categories of Benefits and Value
    10. 19.10 Converting Benefits to Value
    11. 19.11 Go-Live Project Management
    12. 19.12 Portfolio Benefits and Value
    13. 19.13 Alignment to Strategic Objectives
    14. 19.14 Causes of Complete or Partial BRM Failure
    15. 19.15 Conclusion
    16. Notes
  21. Index
  22. EULA
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