Integrated project management:
This is a road-map to effectively implementing business strategies that span the entire organization by using project management tools and techniques. Readers will learn how to overcome organizational and departmental barriers in order to achieve fully integrated, enterprise-wide project management...
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York [u.a.]
McGraw-Hill
2006
|
| Subjects: | |
| Online Access: | Contributor biographical information Publisher description Table of contents Inhaltsverzeichnis |
| Summary: | This is a road-map to effectively implementing business strategies that span the entire organization by using project management tools and techniques. Readers will learn how to overcome organizational and departmental barriers in order to achieve fully integrated, enterprise-wide project management success. |
| Item Description: | Includes index. |
| Physical Description: | XXIII, 310 S. |
| ISBN: | 0071466266 |
Staff View
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| 500 | |a Includes index. | ||
| 520 | 3 | |a This is a road-map to effectively implementing business strategies that span the entire organization by using project management tools and techniques. Readers will learn how to overcome organizational and departmental barriers in order to achieve fully integrated, enterprise-wide project management success. | |
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Record in the Search Index
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| adam_text | Contents
Organization of the Book xiii
Preface xvii
Acknowledgements xxv
Chapter 1. Project Integration 1
Introduction 1
Integration: Concepts and Models 1
Vertical and Horizontal Integration 4
Analysis, Selection, and Scheduling: Portfolio Integration 5
eProcurement: Example of Horizontal Integration 6
PMBOK and Project Planning 6
Strategic Planning 7
Ethics and Project Integration 8
Integration Model 8
Project Integration Management: Organizational Issues 9
Develop Project Charter 12
Develop Preliminary Project Scope Statement ig
Develop Project Management Plan 21
Direct and Manage Project Execution 23
Monitor and Control Project Work 26
Integrated Change Control 27
Close Project 30
Chapter 2. Case Study of PMBOK Implementation: Integrated
Transportation System 33
Integration Gateway 1: Global Interface 39
Integration Gateway 2: Business Planning 40
Integration Gateway 3: Organizational Development 40
Integration Gateway 4: Global Team Composition and Development 41
Integration Gateway 5: Support Systems Audit 42
Integration Gateway 6: Portfolio Development and Management 43
Integration Gateway 7: Market and Customer Interface 44
..I!
Contents
Integration Gateway 8: Project Integration Management 44
Integration Gateway 9: Systems Safety and Reliability 45
Integration Gateway 10: Chassis, Mechanical, and Electronics
Design and Development 46
Integration Gateway 11: Software Design and Development 46
Integration Gateway 12: Test Equipment and Testing 46
Integration Gateway 13: Integration of Software and Hardware 46
Chapter 3. Case Application: Integration Issues in Portfolio
and Project Planning Life Cycles 47
The Case: QuickTech Building Systems 48
The Portfolio: Integration Issues and Procedures
in Development 49
Definition: Work Breakdown Structure 51
Plan Tasks for Earned Value 53
Network Diagram 54
Analysis of Early and Late Starts 55
Gantt Chart 56
Resource Integration 56
Scale and Integration 57
Integrated Monitoring 57
Reading the Project as an Integrated Whole 58
Integration of Cost, Schedule, Risk, and Quality 59
Steps in the Integration Process 60
Integration Skills of the Program and Project Manager 61
Single Project Management 61
Program (or Multiproject) Management 62
Buildlt: A Sample Integrated Program Structure 63
Organization 63
Strategic Statement 64
Program of Projects 64
PCAS 65
Chapter 4. A Program Management Manual for Integrated
Project Management 67
Program Management Principles 67
Integrated Program Management: Roles and Responsibilities 69
Program Management Office 70
Departmental Manager Roles in the Matrix 71
Role of the Program Administrator/Planner 71
Five Step Scheduling Process 75
Integrated Resource Planning and Control 79
Integrated Tracking and Program Review 80
Schedule Update Procedures 80
Analyzing Variance 81
Program Closeout and Lessons Learned 82
Earned Value and Other Integrating Functions and Forces 82
Contents Ix
Chapter 5. Rebuilding New Orleans: A Case in Integrated Program
and Project Management 91
The Concept: Leased Land under Public Ownership 92
The Integration Challenge 92
Motivation 94
Contract Goals 94
Contract Objectives 94
Technical Requirements for Community Internet System 95
Security Systems 95
Structure 95
Fire Suppression Systems 95
Transportation 95
Management Approach 96
Project Reporting Requirements 96
Stage Gate Process and Payment Milestones 96
Affordability Requirements 96
The New Vision Program 97
Questions for New Visions in Setting Up Its Integrated Project
Management Approach 97
Accurate Performance Assessment 98
Reliable Prediction of Future Performance 98
Timely Management Action 98
Schedule Categories 99
Chapter 6. Technical Program and Project Integration Tools 101
Project Management Integration Activities 101
Schedule Structures: WBS and IMP 106
Supplier Data Integration 106
Program Networks 106
Critical Path Methodology 107
Project Contract Integration: The Federal Government Model 107
Teamwork Difficult in Engineering Environment 110
IMP and IMS Relationships 110
Integration of the Business Plan, Product Development and Production 111
More on Stage Gate Process as an Integrating Function 114
Chapter 7. Quality and Project Integration 117
System Development/Improvement 118
Concurrent Engineering 118
Quality Function Deployment 119
Robust Design 120
Statistical Process Control 121
Cost of Poor Quality 121
Just in Time 122
Total Production Maintenance 122
Manufacturing Resource Planning 122
Contents
History of Project Integration Management and Quality 125
Generating Commitment and Purpose in the
Integrated Project Team 131
Integration and Individual Involvement 132
Teams 134
Listening 144
Focus Setting 145
Rules of Conduct Examples 149
Brainstorming 153
Presentation 157
Chapter 8. Creating a Quality Organization in the New Millennium 165
Individual Work Ethic 165
Flexible Organization 166
Full Cycle Customer Involvement 166
Embedded and Integrated Quality 166
The Internet 167
Tracking Change and Integrating Midstream Correction 168
Traditional Project Teams 169
The Texture of Integration 170
Integration and Ethics and Internal Control Management 170
Vertical Integration of Businesses: Another Application of Integration 171
Project Integration Lessons Learned 171
Chapter 9. Risk and Project Integration 173
Earned Value: A Risk Integration Indicator 179
The Risk of Unaccountability 179
Project Manager Integration Roles 180
Integration Issues in Budgeting 181
Why Integrate Risk? 181
Integration and Sensitivity Analysis 182
Monte Carlo Risk Analysis : Quantitative Risk Integration 182
Special Challenges of the Integration Risk
into a Software Project 183
Chapter 10. Strategic Integration: The Eastern Case 185
Commitment and Partnership 187
Stakeholder Relations 187
Eight Strategies 188
Overview on Integration Issues 189
Strengths, Weaknesses, Opportunities, and Threats 189
Eastern s Strategic Plan 192
Eight Key Strategies 194
Communicating Strategy and Risk 202
Postscript to the Strategic Plan 202
Acquisition and Merger 202
Contents xi
Integration in Global and International Projects 202
Postscript on Integration and the Eastern Case 203
Chapter 11. How to Use the Integration Tools in Microsoft Project 205
WBS and Task Outline 205
Integrating Projects in Microsoft Project 209
Summing up the MS Project Integration Function 210
Chapter 12. Tools in Building an Integrated Project Management System 213
Organization Wide Project Management System 213
Program/Portfolio Planning and Development System 215
Resource Management System 216
Program Information Technology System 216
Product/Service Development Process 217
Interface Management 217
Portfolio Management 218
Program Monitoring and Control System 218
Change Management System 218
Program Evaluation System 219
Limitations of Integration Systems 219
Chapter 13. In Sum 221
Project Integration and Interface Points 221
Integration of Customer Requirements and Project Scope of Work 223
Achieving Alignment 223
Integrating Business Financial Goals with Project Selection 224
Project Planning Phase 224
WBS: New Product Project 225
Development of the Project Management System Framework
with New Product Development 226
Project/Product Development Phase 228
Program, Multiproject Management Phase 229
Organizational and Accountability Phase 230
Project Monitoring Phase 231
The Project Management System Supports Integration 231
Integrated Project Review 234
Transition to Marketing Phase 245
New Concepts in Integration 245
Organizational and Technical Interfaces 252
Risk Reviews 253
General Responsibilities 254
Detailed Requirements 254
Critical Design Gate Review 255
Software Development Points of Risk : A Function of Complexity 257
Integrating Risk Mitigation 258
Quality and Risk in Software Development 258
Contents
Appendix 1. Integrated Project Management—An Introduction 259
Introduction 259
Requirements and Features 259
Scope of Work 260
Project Life Cycle 260
Work Breakdown Structure 260
Scheduling 260
Resources and Costs 261
Risk Planning and Management 261
Monitoring and Tracking 261
Change Management Process 261
The Project Team and Organizational Structures 262
Microsoft Project 262
Contract Management Issues 262
Appendix 2. Nine Elements of Integrated Project Management 263
Appendix 3. Integrated Program Management Tools 265
Organization Wide Project Management System 265
Program Management System 266
Resource Management System 266
Program Information Technology System 266
Product/Service Development Process 266
Interface Management 267
Portfolio Management 267
Program Monitoring and Control System 267
Change Management System 267
Program Evaluation and Audit 267
Appendix 4. Project Manager Challenges in Integration 269
Appendix 5. Graphs on Earned Value and Integration 271
Appendix 6. Notes on Project Integration 275
How to Fail in Project Management Without Really Trying 275
What You Don t Know About Making Decisions 275
Bringing Discipline to Project Management 276
Theory of Constraints Dictionary 276
What You Don t Know 276
Learning From Projects 276
The Successful Integrated Project 277
Selecting and Developing PMs 277
Synergistic Team Relations 277
Criteria for Competent PMs 278
Leadership 278
Leadership Impacts 278
Developing Core Teams 278
Project Team Competence 278
Assessing Team Competence 279
Contents xiii
Motivation 279
Total Manager 279
Communication 280
Presentations 280
Motivation and Leadership 280
Project Management and Conflict 281
Steps in Conflict 281
Getting Unstuck 281
Negotiating 281
Conflicts 282
Meeting Skills 282
Personal Effectiveness 282
Appendix 7. Why Project Risk Management and Integration? 283
Introduction 283
Purpose of Project Risk Management 283
Risk and Decision Making 284
Risk Elements 284
Rewards of Taking Risks 284
Potential Project Risk Factors 284
Project Management Body of Knowledge (PMBOK) 285
PMBOK Section 11: Risk Management Processes 285
Appendix 8. Integrated Risk Planning 291
Introduction 291
Risk Planning: Inputs 291
Risk Planning: Tools 291
Risk Planning: Outputs 292
Risk Planning: Setting Up Company for Risk Management 292
Issues in Risk Planning 292
Scope Risks 292
Resource Risks 293
Quality Risks 293
Cost Risks 293
Time/Schedule Risks 293
Technology Risks 293
Risk Information 294
Risk Intensity in Project Life Cycle Phases 294
Appendix 9. Integrated Risk Based Scheduling Using Microsoft Project 295
Introduction 295
Choose Risks for Three Scenario Analysis 295
Generating Scenarios 295
Microsoft Project PERT Tool 296
PERT Is What If Analysis 296
Index 297
|
| adam_txt |
Contents
Organization of the Book xiii
Preface xvii
Acknowledgements xxv
Chapter 1. Project Integration 1
Introduction 1
Integration: Concepts and Models 1
Vertical and Horizontal Integration 4
Analysis, Selection, and Scheduling: Portfolio Integration 5
eProcurement: Example of Horizontal Integration 6
PMBOK and Project Planning 6
Strategic Planning 7
Ethics and Project Integration 8
Integration Model 8
Project Integration Management: Organizational Issues 9
Develop Project Charter 12
Develop Preliminary Project Scope Statement ig
Develop Project Management Plan 21
Direct and Manage Project Execution 23
Monitor and Control Project Work 26
Integrated Change Control 27
Close Project 30
Chapter 2. Case Study of PMBOK Implementation: Integrated
Transportation System 33
Integration Gateway 1: Global Interface 39
Integration Gateway 2: Business Planning 40
Integration Gateway 3: Organizational Development 40
Integration Gateway 4: Global Team Composition and Development 41
Integration Gateway 5: Support Systems Audit 42
Integration Gateway 6: Portfolio Development and Management 43
Integration Gateway 7: Market and Customer Interface 44
.I!
Contents
Integration Gateway 8: Project Integration Management 44
Integration Gateway 9: Systems Safety and Reliability 45
Integration Gateway 10: Chassis, Mechanical, and Electronics
Design and Development 46
Integration Gateway 11: Software Design and Development 46
Integration Gateway 12: Test Equipment and Testing 46
Integration Gateway 13: Integration of Software and Hardware 46
Chapter 3. Case Application: Integration Issues in Portfolio
and Project Planning Life Cycles 47
The Case: QuickTech Building Systems 48
The Portfolio: Integration Issues and Procedures
in Development 49
Definition: Work Breakdown Structure 51
Plan Tasks for Earned Value 53
Network Diagram 54
Analysis of Early and Late Starts 55
Gantt Chart 56
Resource Integration 56
Scale and Integration 57
Integrated Monitoring 57
"Reading" the Project as an Integrated Whole 58
Integration of Cost, Schedule, Risk, and Quality 59
Steps in the Integration Process 60
Integration Skills of the Program and Project Manager 61
Single Project Management 61
Program (or Multiproject) Management 62
Buildlt: A Sample Integrated Program Structure 63
Organization 63
Strategic Statement 64
Program of Projects 64
PCAS 65
Chapter 4. A Program Management Manual for Integrated
Project Management 67
Program Management Principles 67
Integrated Program Management: Roles and Responsibilities 69
Program Management Office 70
Departmental Manager Roles in the Matrix 71
Role of the Program Administrator/Planner 71
Five Step Scheduling Process 75
Integrated Resource Planning and Control 79
Integrated Tracking and Program Review 80
Schedule Update Procedures 80
Analyzing Variance 81
Program Closeout and Lessons Learned 82
Earned Value and Other Integrating Functions and Forces 82
Contents Ix
Chapter 5. Rebuilding New Orleans: A Case in Integrated Program
and Project Management 91
The Concept: Leased Land under Public Ownership 92
The Integration Challenge 92
Motivation 94
Contract Goals 94
Contract Objectives 94
Technical Requirements for Community Internet System 95
Security Systems 95
Structure 95
Fire Suppression Systems 95
Transportation 95
Management Approach 96
Project Reporting Requirements 96
Stage Gate Process and Payment Milestones 96
Affordability Requirements 96
The New Vision Program 97
Questions for New Visions in Setting Up Its Integrated Project
Management Approach 97
Accurate Performance Assessment 98
Reliable Prediction of Future Performance 98
Timely Management Action 98
Schedule Categories 99
Chapter 6. Technical Program and Project Integration Tools 101
Project Management Integration Activities 101
Schedule Structures: WBS and IMP 106
Supplier Data Integration 106
Program Networks 106
Critical Path Methodology 107
Project Contract Integration: The Federal Government Model 107
Teamwork Difficult in Engineering Environment 110
IMP and IMS Relationships 110
Integration of the Business Plan, Product Development and Production 111
More on Stage Gate Process as an Integrating Function 114
Chapter 7. Quality and Project Integration 117
System Development/Improvement 118
Concurrent Engineering 118
Quality Function Deployment 119
Robust Design 120
Statistical Process Control 121
Cost of Poor Quality 121
Just in Time 122
Total Production Maintenance 122
Manufacturing Resource Planning 122
Contents
History of Project Integration Management and Quality 125
Generating Commitment and Purpose in the
Integrated Project Team 131
Integration and Individual Involvement 132
Teams 134
Listening 144
Focus Setting 145
Rules of Conduct Examples 149
Brainstorming 153
Presentation 157
Chapter 8. Creating a Quality Organization in the New Millennium 165
Individual Work Ethic 165
Flexible Organization 166
Full Cycle Customer Involvement 166
Embedded and Integrated Quality 166
The Internet 167
Tracking Change and Integrating Midstream Correction 168
Traditional Project Teams 169
The Texture of Integration 170
Integration and Ethics and Internal Control Management 170
Vertical Integration of Businesses: Another Application of Integration 171
Project Integration Lessons Learned 171
Chapter 9. Risk and Project Integration 173
Earned Value: A Risk Integration Indicator 179
The Risk of "Unaccountability" 179
Project Manager Integration Roles 180
Integration Issues in Budgeting 181
Why Integrate Risk? 181
Integration and Sensitivity Analysis 182
Monte Carlo Risk Analysis : Quantitative Risk Integration 182
Special Challenges of the Integration Risk
into a Software Project 183
Chapter 10. Strategic Integration: The Eastern Case 185
Commitment and Partnership 187
Stakeholder Relations 187
Eight Strategies 188
Overview on Integration Issues 189
Strengths, Weaknesses, Opportunities, and Threats 189
Eastern's Strategic Plan 192
Eight Key Strategies 194
Communicating Strategy and Risk 202
Postscript to the Strategic Plan 202
Acquisition and Merger 202
Contents xi
Integration in Global and International Projects 202
Postscript on Integration and the Eastern Case 203
Chapter 11. How to Use the Integration Tools in Microsoft Project 205
WBS and Task Outline 205
Integrating Projects in Microsoft Project 209
Summing up the MS Project Integration Function 210
Chapter 12. Tools in Building an Integrated Project Management System 213
Organization Wide Project Management System 213
Program/Portfolio Planning and Development System 215
Resource Management System 216
Program Information Technology System 216
Product/Service Development Process 217
Interface Management 217
Portfolio Management 218
Program Monitoring and Control System 218
Change Management System 218
Program Evaluation System 219
Limitations of Integration Systems 219
Chapter 13. In Sum 221
Project Integration and Interface Points 221
Integration of Customer Requirements and Project Scope of Work 223
Achieving Alignment 223
Integrating Business Financial Goals with Project Selection 224
Project Planning Phase 224
WBS: New Product Project 225
Development of the Project Management System Framework
with New Product Development 226
Project/Product Development Phase 228
Program, Multiproject Management Phase 229
Organizational and Accountability Phase 230
Project Monitoring Phase 231
The Project Management System Supports Integration 231
Integrated Project Review 234
Transition to Marketing Phase 245
New Concepts in Integration 245
Organizational and Technical Interfaces 252
Risk Reviews 253
General Responsibilities 254
Detailed Requirements 254
Critical Design Gate Review 255
Software Development "Points of Risk": A Function of Complexity 257
Integrating Risk Mitigation 258
Quality and Risk in Software Development 258
Contents
Appendix 1. Integrated Project Management—An Introduction 259
Introduction 259
Requirements and Features 259
Scope of Work 260
Project Life Cycle 260
Work Breakdown Structure 260
Scheduling 260
Resources and Costs 261
Risk Planning and Management 261
Monitoring and Tracking 261
Change Management Process 261
The Project Team and Organizational Structures 262
Microsoft Project 262
Contract Management Issues 262
Appendix 2. Nine Elements of Integrated Project Management 263
Appendix 3. Integrated Program Management Tools 265
Organization Wide Project Management System 265
Program Management System 266
Resource Management System 266
Program Information Technology System 266
Product/Service Development Process 266
Interface Management 267
Portfolio Management 267
Program Monitoring and Control System 267
Change Management System 267
Program Evaluation and Audit 267
Appendix 4. Project Manager Challenges in Integration 269
Appendix 5. Graphs on Earned Value and Integration 271
Appendix 6. Notes on Project Integration 275
How to Fail in Project Management Without Really Trying 275
What You Don't Know About Making Decisions 275
Bringing Discipline to Project Management 276
Theory of Constraints Dictionary 276
What You Don't Know 276
Learning From Projects 276
The Successful Integrated Project 277
Selecting and Developing PMs 277
Synergistic Team Relations 277
Criteria for Competent PMs 278
Leadership 278
Leadership Impacts 278
Developing Core Teams 278
Project Team Competence 278
Assessing Team Competence 279
Contents xiii
Motivation 279
Total Manager 279
Communication 280
Presentations 280
Motivation and Leadership 280
Project Management and Conflict 281
Steps in Conflict 281
Getting Unstuck 281
Negotiating 281
Conflicts 282
Meeting Skills 282
Personal Effectiveness 282
Appendix 7. Why Project Risk Management and Integration? 283
Introduction 283
Purpose of Project Risk Management 283
Risk and Decision Making 284
Risk Elements 284
Rewards of Taking Risks 284
Potential Project Risk Factors 284
Project Management Body of Knowledge (PMBOK) 285
PMBOK Section 11: Risk Management Processes 285
Appendix 8. Integrated Risk Planning 291
Introduction 291
Risk Planning: Inputs 291
Risk Planning: Tools 291
Risk Planning: Outputs 292
Risk Planning: Setting Up Company for Risk Management 292
Issues in Risk Planning 292
Scope Risks 292
Resource Risks 293
Quality Risks 293
Cost Risks 293
Time/Schedule Risks 293
Technology Risks 293
Risk Information 294
Risk Intensity in Project Life Cycle Phases 294
Appendix 9. Integrated Risk Based Scheduling Using Microsoft Project 295
Introduction 295
Choose Risks for Three Scenario Analysis 295
Generating Scenarios 295
Microsoft Project PERT Tool 296
PERT Is "What If" Analysis 296
Index 297 |
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| id | DE-604.BV021626216 |
| illustrated | Not Illustrated |
| index_date | 2024-07-02T14:55:20Z |
| indexdate | 2024-07-09T20:40:14Z |
| institution | BVB |
| isbn | 0071466266 |
| language | English |
| lccn | 2005058064 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014841192 |
| oclc_num | 62755656 |
| open_access_boolean | |
| owner | DE-703 |
| owner_facet | DE-703 |
| physical | XXIII, 310 S. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | McGraw-Hill |
| record_format | marc |
| spelling | Barkley, Bruce T. Verfasser aut Integrated project management Bruce T. Barkley New York [u.a.] McGraw-Hill 2006 XXIII, 310 S. txt rdacontent n rdamedia nc rdacarrier Includes index. This is a road-map to effectively implementing business strategies that span the entire organization by using project management tools and techniques. Readers will learn how to overcome organizational and departmental barriers in order to achieve fully integrated, enterprise-wide project management success. Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 http://www.loc.gov/catdir/enhancements/fy0626/2005058064-b.html Contributor biographical information http://www.loc.gov/catdir/enhancements/fy0626/2005058064-d.html Publisher description http://www.loc.gov/catdir/enhancements/fy0626/2005058064-t.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014841192&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Barkley, Bruce T. Integrated project management Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Integrated project management |
| title_auth | Integrated project management |
| title_exact_search | Integrated project management |
| title_exact_search_txtP | Integrated project management |
| title_full | Integrated project management Bruce T. Barkley |
| title_fullStr | Integrated project management Bruce T. Barkley |
| title_full_unstemmed | Integrated project management Bruce T. Barkley |
| title_short | Integrated project management |
| title_sort | integrated project management |
| topic | Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project management Projektmanagement |
| url | http://www.loc.gov/catdir/enhancements/fy0626/2005058064-b.html http://www.loc.gov/catdir/enhancements/fy0626/2005058064-d.html http://www.loc.gov/catdir/enhancements/fy0626/2005058064-t.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014841192&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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