AACE-International, 5
Accountability
structure for, 25
visibility/transparency for, 97
The Age of Discontinuity: Guidelines to Our Changing Society (Drucker), 117–118
Aitken, Alicia, 129
American Association of Cost Engineers, 5
Analysis paralysis, 132
ways to overcome, 132–134
Analytical talent, team strengthening with, 130–131
Assertive communication, 40
AURA. See also Project management-AURA model
defined, 103–104
of leadership, 105–106
model, 107–108
steps to create personal, 104–105
Bersin, Josh, 69
Brunel, Isambard Kingdom, 4
Budgeted cost of work performed (BCWP), 39
Budgets, monitoring of, 25–26
Business advancement
project management for, 9–10
transform for, 109–115
Business management, benefits of shift in, 89. See also Paradigm shift
Business model development and innovation (BMDI), 94
Business transformation, 95
Business value
general, 21–22
systems for
organizational systems, 17–18
project control system, 18–21
systems add business value, 18
C-suite, 50
Challenge, for creativity, 63
Championship Communication Triad, 42
“Championship” project team, 50
Change, 136. See also Organizational change
definition of, 102
dynamism for, 45–46
enablers, 103
resistance to, 102–103
sustainable, 135
Change management
culture, 56–57
organizational competence building, 25
Charan, Ram, 69
Chartered Institute of Personnel and Development, 71
Closing Processes Group, 3
Cocreation, 60
Coherent management, 95
Collaboration, 136
Collective leadership, 56
Common sense, 69
Communication, 134–135
assertive, 40
channels, defined, 97
collaborative, 62
dialogue and, 61
generation gap, 44–45
for high performance organizations, 38–45
impacts, 41–42
internal, 36
issues in, 39–40
organizational competence building, 25
Situation, Background, Assessment, and Recommendation model for, 42–44
Competence. See Organizational competence
Complexity, 67–70
structural, ease of, 27–28
Compliance, 136
Consistency, high performance organizational culture with, 30
Controllable matters, management of, 91–92
Crawford, Lynn, 128–129
Creativity, 62–63
challenge for, 63
components at work, 65
environment for, 65–66
foster innovation through, 66–67
freedom for, 63
organizational support for, 64
resources for, 63
Critical knowledge, 123–126
Critical path method (CPM), 5
Culture, 16, 32. See also Organizational culture
Culture and Change Management Survey Report, 51
Curiosity Quotient (CQ), 119
Customer-centered approach, 13
Customer focus, 136
Data, defined, 120
Deming, W. Edwards, 11
Denison model, 35
Dewey, John, 119
Dialogue, effective communication and, 61
Drucker, Peter, 117–118
Dynamic organizations, 88–89
Dynamism for change, 45–46
Earned value (EV), 39
Economist Intelligence Unit, 16, 22, 48
Effective communication, benefit of, 135
Emerging challenge, in business management, 87
external, 93
internal, 93–94
Enterprise-wide Program Management Office (EPMO), 109, 113–114
Entrepreneurship, 136
Excellence in performance, 3, 33, 117–118
“Experts” in HR, 89
Extra-organizational knowledge, 125
Extrinsic motivation, 63
Fast-paced results-driven management, 87
Fayol, Henry, 4–5
“FFEL”, 18
Flexibility, 62
Forgiving, 62
Freedom, for creativity, 63
Friedman, Thomas, 119
Fulfillment, 136
Functional organization, 88–89
Gantt, Henry, 4–5
Gap analysis, 83–85
Generation gap filling, 45
Generation Y talent challenge, 129–130
Global Simplicity Index, 28
Google, 138
Governance and control, 3–4, 27
framework for, 97
of resource application, 25–26
Groups/community knowledge, 125
A Guide to the Project Management Body of Knowledge (PMBOK Guide), 3, 6
Harvard Business Review, 69
Herman Miller, 138
High-performance culture, 52, 29–30. See also High performance organizations
transformation for, 85
High performance organizations, 26, 32–33
change, dynamism for, 45–46
culture of, 35–37
effective communication channels, 38–45
organizational self-improvement, 33–34
supportive ingredients for, 32
Hrebiniak, Lawrence, 49
Humanity, 137–140
Humility, 136
Individual knowledge, 124
Information, defined, 120–121
Innovation, 60–61
effective ways for
collaborative communication, 62
flexibility and forgiving, 62
keep tracking, 62
no forceful innovation, 62
open dialogue, 61
team players engagement, 61
foster innovation through creativity, 66–67
Input–transformation–output process, 17
Integrity, 135
INTERnational NET Work (INTERNET), 5
International Project Management Association (IPMA), 6
Internet of Things (IoT), 109
Intrinsic motivation, 63
Intuition, 60
IPMA Competence Baseline (ICB), 6
Knowledge, 136. See also specific knowledges
critical, 123–126
defined, 121
management
implementing, 119–121
implications for, 126
in organizations, 121–123
power of, 117–119
strategy, 119
resources, 124–125
transfer process, 124
Lack of focus, complexity and, 68
AURA of, 105–106
-intensive approach, 7
knowledge management and, 120
Leading Change (Kotter), 98, 101
Learning, culture, 57–59
Management practices culture, 54
Managing Change in Organizations: A Practice Guide, 134
Manpower’s 2014 Talent Shortage Survey, 126
Market-Based Management (MBM), 136–137
McDonald, 18
Mentoring and professional relationships, 128–129
Mistrust, complexity and, 67–68
Motivation, 62–63
Netflix, 138
O’Reilly Media, 138
Organizational change, 134–135
assessment
approach for, 80–85
checking mind-set, 76
time-travel standing, 77–80
readiness, 82
Organizational competence, 2–3, 7, 69, 91
building
accountability, structure for, 25
change management, governance and control of resource application, 25–26
communication channels, 25
strategic advancement, 24
Organizational culture, 119–120
change management culture, 56–57
changing, 74–76
cultural gaps, handling, 75
defined, 72
development of high-performing, 109
different versions of, 75
and leadership, 71–74
leadership culture, 55–56
learning culture, 57–58
management practices culture, 54
PM-AURA model to develop, 106–109
from project management approach, 51–53
for strategic delivery, 59
Organizational knowledge, 125
Organizational maturity, 110–115
Organizational processes, 119
Organizational project management (OPM) approach, 76
Organizational Project Management Maturity Model (OPM3), 114
Organizational restructuring, 89–91
Organizational self-improvement, 33–34
Organizational systems, 17–18
Organizational transformation, 59
management for, 91–92
strategic advancement for, 95–96
management practices, alignment of the organization with, 97–98
management structures, strengths built with, 96
project management-AURA model, 103–106
projects, programs, and portfolios, relationship of, 96
reason for failing efforts, 98–103
Overintellectualizing, overengineering, reinventing, complexity and, 67
Paradigm shift
21st century skills, project management challenges, 116–140
knowledge management, 117–126
talent management, 126–130
team strengthening, 130–131
business advancement, transform for, 109–115
organizational restructuring, 88–91
organizational transformation
management for, 91–92
strategic advancement for, 95–106
PM-AURA model, for developing organizational culture, 106–109
two independent management structure, 92–95
Parapsychology Association, 104
Permanente, Kaiser, 43
Portfolio management, 96
Principle-based policies
five dimensions of, 137
guiding outlines for, 137
guiding principles, 135–137
Process, 17
Professional culture, 54
Program evaluation and review technique (PERT), 5
Program management, 96
Project control system, 18–21
Project implementation, 55, 114
Project management, 87
for business advancement, 9–10
capturing power for strategic advancement, 51–53
challenges, 21st century skills, 116–140
factors, 7
governance and control, 3–4
history of, 4–8
knowledge base, 8
model for application of approaches, 113–115
organizational competence, 2–3
practices, alignment of organization with, 97–98
professional body, 6–8
self-improvement, mechanism of, 3
seven deadly diseases of, 11–13
strategic advancement of, 8–9
structures, strengths built with, 96, 97
talent management and communication channels, 4
value of, 9
value proposition of. See Value proposition
Project management-AURA model, 68, 103–106
for developing organizational culture, 106–109
managing trends and maintaining fundamentals, 130
Project management culture, definition of, 37
Project Management Institute (PMI), 5, 6, 7, 8, 16, 24, 48, 96, 123, 127
Project Management Office (PMO), 24
Project/program implementation, 56–57
Pulse of Profession®: Enabling Organizational Change through Strategic Initiatives, 134
Pulse of Profession® report, 16, 24, 26, 123
Pulse of the Profession®: Capturing the Value of Project Management, 123
Pulse of the Profession® In-Depth Report—The High Cost of Low Performance: The Essential Role of Communications, 135
Resources, for creativity, 63
Respect, 136
Responsibility assignment matrix (RAM), 39
Responsibility, defined, hierarchy of, 26, 97
Results-driven management, 12, 26, 28–29
culture strategy development, 32
focus on values, making a difference with, 31
high-performing culture, 29–30
values-driven culture, 30–31
Rule of thumb, 75
The Science of Success, 136
Scientific approach, 3
Scientific management theory, 5
Self-improvement
mechanism of, 3
organizational, 33–34
system, 27
70–20–10 learning ratio, 127
Situation, Background, Assessment, and Recommendation model (SBAR), 42–44
Society for Human Resource Management (SHRM), 90
Spotlight on Success: Developing Talent for Strategic Impact, 127
The Standard for Portfolio Management, 24
Standard Operating Procedure (SOP), 17
Standardization, 17
Standardizing, measuring, controlling, improvement processes (SMCI), 33
Storytelling, 35–36
Strategic advancement, for organizational transformation, 95–96
capturing power of project management for, 51–53
good fit of knowledge for, 122–123
organizational competence building, 25
project management, 8–9
AURA model, 103–106
practices, alignment of organization with, 97–98
structures, strengths built with, 96
projects, programs, and portfolios, relationship of, 96
reason for failing efforts, 98–103
requirements for, 50–51
Strategic implementation, 10
capturing power of project management for strategic advancement, 51–53
complexity wilderness, leading out of, 67–70
creativity and innovation for advancement, 60–67
energizing system, 59–60
failure of, 48–51
leadership, impact of, 70–76
organizational change assessment, 76–85
organizational culture development, 53–54
change management culture, 56–57
leadership culture, 55–56
learning culture, 57–59
management practices culture, 54
strategy, tactics, and execution, 49–50
Structural complexity, ease of, 27–28
Structural knowledge, 125
Sustainable change, 135
Systematic advancement, for organizational values, 26
Talent, 16–17
management, 126–127
and communication channels, 4
Generation Y talent challenge for project managers, 129–130
through informal mentoring and networks, 128–129
program and portfolio view of, 128
team strengthening with analytical talent, 130–131
three-part model for, 127–128
Talent Triangle™, 118
Taylor, Frederick Winslow, 5
Team members, 72
Team strengthening, 130–131
Team Work, 27
Telford, Thomas, 4
Thought Leadership Series: Talent Management: Powering Strategic Initiatives in the PMO, 8
“Time-Travel Audits: A Key to Success for Change”, 77–80
Time-travel standing, 77–80
Tinkering, complexity and, 68
Traditional project management approach, 76
Training courses, for application of project management approaches, 115
Transparency, 27
high performance organizational culture with, 30
Value and knowledge-based culture, 76
Value creation, 136
Value-driven organization, 9, 30–31
Value proposition, 16–17
business value, systems for
organizational systems, 17–18
project control system, 18–21
systems add business value, 18
business values, general, 21–22
high performance, 32–33
change, dynamism for, 45–46
culture of, 35–37
effective communication channels, 38–45
organizational self-improvement, 33–34
measurable results, 23–24
organizational competence building, 24–26
PM approach creates organizational values, 26–27
results-driven management, 28–29
culture strategy development, 32
focus on values, making a difference with, 31
high-performing culture, 29–30
values-driven culture, 30–31
structural complexity, ease of, 27–28
Virtuvius, 4
VUCA business environments, 95
Why good strategies fail: Lessons for the C-suite, 48
Work breakdown structure (WBS), 39
Wren, Christopher, 4