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