Project management: best practices ; achieving global excellence
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Hoboken, NJ
Wiley
2010
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIX, 684 S. graph. Darst. |
| ISBN: | 9780470528297 |
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MARC
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| adam_text | Contents.
Preface
xv
International Institute
for Learning,
Inc. (HL)
xix
UNDERSTANDING BEST PRACTICES
1
1.0
Introduction
1
1.1
Project Management Best Practices:
1945-1960 2
1.2
Project Management Best Practices:
1960-1985 3
1.3
Project Management Best Practices:
1985-2010 6
1.4
An Executive s View of Project Management
11
1.5
Best Practices Process
16
1.6
Step
1 :
Definition of a Best Practice
18
1.7
Step
2:
Seeking Out Best Practices
23
1.8
Dashboards and Scorecards
36
1.9
Key Performance Indicators
39
1.10
Step
3 :
Validating the Best Practice
44
1.11
Step
4:
Levels of Best Practices
46
1.12
Step
5 :
Management of Best Practices
48
1.13
Step
6:
Revalidating Best Practices
49
1.14
Step
7:
What to Do with a Best Practice
50
1.15
Step
8:
Communicating Best Practices across the Company
1.16
Step
9:
Ensuring Usage of the Best Practices
53
1.17
Common Beliefs
54
1.18
Best Practices Library
55
1.19
DTE Energy
58
1.20
A Consultant s View of Project Management and Best Practices
51
60
VII
Viii
CONTENTS
FROM BEST PRACTICE TO MIGRAINE HEADACHE
67
2.0
Introduction
67
2.1
Good Intentions Becoming Migraines
67
2.2
Enterprise Project Management Methodology Migraine
68
2.3
Customer Satisfaction Migraine
69
2.4
Migraine Resulting from Responding to Changing Customer
Requirements
70
2.5
Reporting Level of PMO Migraine
71
2.6
Cash Flow Dilemma Migraine
71
2.7
Scope Change Dilemma Migraine
72
2.8
Outsource or Not Migraine
73
2.9
Migraine of Determining When to Cancel a Project
73
2.10
Migraine of Providing Project Awards
74
2.11
Migraine from Having Wrong Culture in Place
75
2.12
Sources of Smaller Migraines
76
2.13
Ten Uglies of Projects
79
References
88
JOURNEY TO EXCELLENCE
89
3.0
Introduction
89
3.1
The Light at the End of the Tunnel
91
3.2
Managing Assumptions
94
3.3
Managing Assumptions in Conservation Projects
—WWF
International
95
3.4
Project Governance
99
3.5
Seven Fallacies That Delay Project Management Maturity
100
3.6
Motorola
103
3.7
Texas Instruments
104
3.8
EDS
106
3.9
Exel Corporation
108
3.10
Hewlett-Packard
118
3.11
DTE Energy
120
3.12
Comau
121
3.13
Visteon
130
3.14
Convergent Computing
138
3.15
Avalon Power and Light
140
3.16
Roadway
141
3.17
Defcon Corporation
142
3.18
Kombs Engineering
144
3.19
Williams Machine Tool Company
145
Contents
¡χ
PROJECT MANAGEMENT METHODOLOGIES
147
4.0
Introduction
147
4.1
Excellence
Defined
148
4.2
Recognizing the Need for Methodology Development
151
4.3
Enterprise Project Management Methodologies
156
4.4
Benefits of a Standard Methodology
161
4.5
Critical Components
162
4.6
From Myth to Reality
164
4.7
Project Management Functions
169
4.8
Replacing Methodologies with Frameworks
171
4.9
Life-Cycle Phases
172
4.10
AT&T
173
4.11
Churchill Downs, Incorporated
176
4.12
Indra
176
4.13
Implementing Methodology
179
4.14
Implementation Blunders
180
4.15
Overcoming Development and Implementation Barriers
181
4.16
Project Management Tools
182
4.17
Satyam: Project Process Monitoring
188
4.18
Satyam: Customer Delight Index for Projects
192
4.19
General Motors Powertrain Group
196
4.20
Ericsson Telecom
AB 197
4.21
Rockwell Automation: Quest for a Common Process
199
4.22
Sherwin-Williams
204
4.23
Perot Systems: Maturing Your Methodology
208
4.24
Antares Management Solutions
213
4.25
Holcim
216
4.26
Westfield Group
218
4.27
Exel
221
4.28
Convergent Computing
227
4.29
EDS
234
4.30
DTE Energy
236
INTEGRATED PROCESSES
245
5.0
Introduction
245
5.1
Understanding Integrated Management Processes
246
5.2
Evolution of Complementary Project Management Processes
247
5.3
Zurich America Insurance Company
251
5.4
Convergent Computing
252
5.5
Total Quality Management
252
5.6
Concurrent Engineering
257
5.7
Risk Management
258
CONTENTS
5.8
Effective
Risk
Management
at Jefferson County,
Colorado 261
5.9
Failure of Risk Management
263
5.10
Defining Maturity Using Risk Management
264
5.11
Boeing Aircraft Company
265
5.12
Change Management
266
5.13
Other Management Processes
266
5.14
EDS
267
5.15
Earned-Value Measurement
267
5.16
DTE Energy
269
CULTURE
271
6.0
Introduction
271
6.1
Creation of a Corporate Culture
272
6.2
Corporate Values
274
6.3
Types of Cultures
274
6.4
Corporate Cultures at Work
276
6.5
SENTEL Corporation
279
6.6
Vitalize Consulting Solutions, Inc.
282
6.7
DFCU Financial
282
6.8
ILLUMINAT
(Trinidad
&
Tobago) Limited
291
6.9
McElroy Translation
293
6.10
DTE Energy
297
6.11
EDS
297
6.12
Convergent Computing
298
6.13
Barriers to Implementing Project Management in Emerging Markets
299
MANAGEMENT SUPPORT
307
7.0
Introduction
307
7.1
Visible Support from Senior Managers
307
7.2
Project Sponsorship
308
7.3
Excellence in Project Sponsorship
312
7.4
Empowerment of Project Managers
ЗІЗ
7.5
Management Support at Work
315
7.6
Getting Line Management Support
318
7.7
DTE Energy
319
7.8
Initiation Champions and Exit Champions
320
TRAINING AND EDUCATION
325
8.0
Introduction
325
8.1
Training for Modem Project Management
325
8.2
Need for Business Education
327
Contents xi
8.3 International Institute
for Learning
328
8.4
Identifying the Need for Training
332
8.5
Selecting Students
333
8.6
Fundamentals of Project Management Education
333
8.7
Designing Courses and Conducting Training
334
8.8
Measuring Return on Investment
337
8.9
Project Management Is Now a Profession
338
8.10
Competency Models
339
8.11
Harris Corporation
351
8.12
Alcatel-Lucent: Recognizing the Value of a PMP
355
8.13
Integrated Project Management at Satyam
357
8.14
Hewlett-Packard
361
8.15
Exel
362
INFORMAL PROJECT MANAGEMENT
365
9.0
Introduction
365
9.1
Informal versus Formal Project Management
365
9.2
Trust
368
9.3
Communication
369
9.4
Cooperation
372
9.5
Teamwork
372
9.6
Color-Coded Status Reporting
373
9.7
Informal Project Management at Work
374
10
BEHAVIORAL EXCELLENCE
377
10.0
Introduction
377
10.1
Situational Leadership
377
10.2
Conflict Resolution
380
10.3
Staffing for Excellence
383
10.4
Virtual Project Teams
384
10.5
Rewarding Project Teams
386
10.6
Keys to Behavioral Excellence
389
10.7
Convergent Computing
393
10.8
EDS
394
10.9
Proactive versus Reactive Management
394
11
MEASURING RETURN ON INVESTMENT ON PROJECT MANAGEMENT TRAINING
DOLLARS
399
11.0
Introduction
399
11.1
Project Management Benefits
400
11.2
Growth of
ROI
Modeling
401
11.3
The
ROI
Model
402
XU CONTENTS
11.4
Planning
Life-Cycle
Phase 404
11.5
Data Collection Life-Cycle Phase
406
11.6
Data Analysis Life-Cycle Phase
409
11.7
Reporting Life-Cycle Phase
413
11.8
Conclusions
413
12
THE PROJECT OFFICE
415
12.0
Introduction
415
12.1
Sypris Electronics
418
12.2
Vitalize Consulting Solutions (VCS), Inc.
418
12.3
Churchill Downs Incorporated
(CDI):
Establishing a PMO
419
12.4
Churchill Downs Incorporated
(CDI):
Managing Scope Changes
422
12.5
Types of Project Offices
426
12.6
Starting up a PMO and Considerations
427
12.7
Computer Sciences Corporation (CSC)
428
12.8
Understanding the Nature of a PMO
435
12.9
DTE Energy
442
12.10
Exel
443
12.11
Hewlett-Packard
446
12.12
EDS
447
12.13
Star Alliance
448
12.14
Importance of a PMO in Local Government
449
12.15
Project Audits and the PMO
450
12.16
Project Health Checks
454
12.17
Critical Ratio as an Indicator of the Health of a Project
456
12.18
PMO of the Year Award
456
13
SIX SIGMA AND THE PROJECT MANAGEMENT OFFICE
465
13.0
Introduction
465
13.1
Project Management
—
Six Sigma Relationship
465
13.2
Involving The PMO
468
13.3
Traditional versus
Nontraditional
Six Sigma
468
13.4
Understanding Six Sigma
471
13.5
Six Sigma Myths
473
13.6
Use of Assessments
475
13.7
Project Selection
477
13.8
Typical PMO Six Sigma Projects
479
14
PROJECT PORTFOLIO MANAGEMENT
481
14.0
Introduction
481
14.1
Why Use Portfolio Management?
482
Contents Xiii
14.2
Involvement of Senior Management, Stakeholders, and the PMO
482
14.3
Project Selection Obstacles
487
14.4
Identification of Projects
488
14.5
Preliminary Evaluation
492
14.6
Strategic Selection of Projects
493
14.7
Strategic Timing
494
14.8
Analyzing the Portfolio
496
14.9
Problems with Meeting Expectations
499
14.10
Portfolio Management at Rockwell Automation
501
14.11
Synovus Financial Project Portfolio Impact Assessment
501
15
GLOBAL PROJECT MANAGEMENT EXCELLENCE
511
15.0
Introduction
511
15.1
IBM
512
15.2
Computer Associates (CA) Services: Successful Project Delivery and Management
540
15.3
Microsoft Corporation
555
15.4
Deloitte: Enterprise Program Management
567
15.5
Lessons Learned from Johnson Controls Automotive Experience s Global Projects
583
15.6
Siemens PLM Software: Developing a Global Project Methodology
588
16
VALUE-DRIVEN PROJECT MANAGEMENT
597
16.0
Understanding Value
597
16.1
Value over the Years
598
16.2
Values and Leadership
600
17
EFFECT OF MERGERS AND ACQUISITIONS ON PROJECT MANAGEMENT
615
17.0
Introduction
615
17.1
Planning for Growth
615
17.2
Project Management Value-Added Chain
616
17.3
Preacquisition Decision-Making
619
17.4
Landlords and Tenants
624
17.5
Best Practices: Case Study on Johnson Controls, Inc.
625
17.6
Integration Results
629
17.7
Value Chain Strategies
631
17.8
Failure and Restructuring
633
Appendix: Microsoft® Operations Framework
635
Index
665
|
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| spelling | Kerzner, Harold 1940- Verfasser (DE-588)124166229 aut Project management best practices ; achieving global excellence Harold Kerzner 2. ed. Hoboken, NJ Wiley 2010 XIX, 684 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Best Practice pmcsg Project Management (PM) - Case studies pmcsg Project Management (PM) - Methodology pmcsg Project management Case studies Project management Methodology Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018945649&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kerzner, Harold 1940- Project management best practices ; achieving global excellence Best Practice pmcsg Project Management (PM) - Case studies pmcsg Project Management (PM) - Methodology pmcsg Project management Case studies Project management Methodology Projektmanagement (DE-588)4047441-0 gnd |
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| title | Project management best practices ; achieving global excellence |
| title_auth | Project management best practices ; achieving global excellence |
| title_exact_search | Project management best practices ; achieving global excellence |
| title_full | Project management best practices ; achieving global excellence Harold Kerzner |
| title_fullStr | Project management best practices ; achieving global excellence Harold Kerzner |
| title_full_unstemmed | Project management best practices ; achieving global excellence Harold Kerzner |
| title_short | Project management |
| title_sort | project management best practices achieving global excellence |
| title_sub | best practices ; achieving global excellence |
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