Project management best practices : achieving global excellence / / Harold Kerzner

• Autore: Kerzner Harold
• Pubblicazione: Newark : , : John Wiley & Sons, Incorporated, , 2024; ©2024
• Edizione: 5th edition.
• Descrizione fisica: 1 online resource (734 pages)
• Disciplina: 658.4/04
• Soggetto topico: Project management - Methodology
• Nota di contenuto: 1. Understanding Best Practices -- 1.0 Introduction -- 1.1 Wärtsilä -- Benefits Management in Operational Development Projects in 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 -- Benefits Realization Management Framework -- Benefits Management Maturity Level -- Portfolio Benefits Management (Benefits Quadrant) -- Key Lessons Learned -- 1.7 An Executive's View of Project Management -- 1.8 The Growth of Nontraditional Projects -- 1.9 The Growth of the VUCA Environment -- 1.10 The Impact of the COVID-19 Pandemic on Project Management -- Leadership -- Trust -- Communications -- Decision-Making -- Project Control Center -- Change Management -- Conclusions -- 1.11 General Motors and Ventilators -- 1.12 Best Practices Process -- 1.13 Step 1: Definition of a Best Practice -- 1.14 Step 2: Seeking Out Best Practices -- 1.15 Dashboards and Scorecards -- 1.16 Key Performance Indicators -- 1.17 Manufacturing Best Practices in Action -- A Case Study -- 1.18 Step 3: Validating the Best Practice -- 1.19 Step 4: Levels of Best Practices -- 1.20 Step 5: Management of Best Practices -- 1.21 Step 6: Revalidating Best Practices -- 1.22 Step 7: What to Do with a Best Practice -- 1.23 Step 8: Communicating Best Practices Across the Company -- 1.24 Step 9: Ensuring Usage of the Best Practices -- 1.25 Common Beliefs -- 1.26 The Dark Side of Project Management Best Practices -- 1.27 Best Practices Library -- 1.28 Determining the Value of a Best Practice -- 1.29 Aramco Bolsters Innovation Through Cutting-Edge Ideas. ; 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 -- Political Risks -- Reasons for Playing Politics -- Situations Where Political Games Will Occur -- The Governance Committee -- Friends and Foes -- Attack or Retreat -- The Need for Effective Communication -- Power and Influence -- Managing Project Politics -- 2.14 Migraines Caused by the Seven Deadly Sins -- The Seven Deadly Sins -- 2.15 Sources of Smaller Headaches -- 2.16 Ten Uglies of Projects -- Introduction -- The 10 Uglies -- Possible Remedies -- Proactive Management -- "Do It While You Do It" -- Empower the Team -- Results of the Remedies -- Conclusion -- 3 Journey to Excellence -- 3.0 Introduction -- 3.1 Strategic Planning for Project Management -- Why Strategic Plans Fail -- Project Management: An Executive Perspective -- Strategic Planning: A Project Management Perspective -- The Benefits of Project Management -- Dispelling the Myths -- Ways That Project Management Helps Strategic Planning -- Strategic Project Management Leadership -- Strategic Project Management Leadership Traits -- The Project Manager as a Manager of Change -- 3.2 Roadblocks to Excellence -- 3.3 Pain Points -- Background -- Understanding Pain Points -- Pain Point: Customer Communications as Seen by the Contractor. ; Pain Point: Customer Communications as Seen by DoD -- Pain Point: Project Management Becomes a Career Path Position -- Pain Point: Project Sponsorship -- Pain Point: Standardization of Processes -- Pain Point: Finding Other Applications for Project Management -- 21st-century Pain Points Appear -- Pain Point: The EVMS Becomes a Dinosaur -- Pain Point: Executive Support for the New Metrics Management Programs -- Pain Point: The Growth of New Flexible Methodologies -- 3.4 Hitachi Ltd. -- Initiatives to Strengthen Project Management Capacity at Hitachi -- References -- 3.5 Farm Credit Mid-America Best Practices -- Farm Credit Mid-America Introduction -- Farm Credit Mid-America's Starting Point -- Adopting Project Management Best Practices -- References -- 3.6 NCS Integrated Delivery Methods (IDM) & -- Project Management Method (PMM) -- NCS Integrated Delivery Methods (IDM) -- NCS Project Management Method (PMM) -- Change Control Process -- 3.7 Managing Change Within Research and Development at Business Area Networks, Ericsson -- About Ericsson -- 3.8 Intel Corporation and "Map Days" -- 3.9 Apple Computer and Cell Phones -- 3.10 The Light at the End of the Tunnel -- 3.11 Managing Assumptions -- 3.12 Project Governance -- 3.13 Seven Fallacies That Delay Project Management Maturity -- 3.14 Motorola -- 3.15 Texas Instruments -- 3.16 Naviair: On Time-On Budget -- How to Make Big and Complex Programs a Success -- Organize and Report -- Communicate Everywhere -- Summary -- 3.17 Avalon Power and Light -- 3.18 Roadway Express -- 3.19 Kombs Engineering -- 3.20 Williams Machine Tool Company -- 4 Project Management Methodologies -- 4.0 Introduction -- 4.1 Excellence Defined -- 4.2 Recognizing the Need for Methodology Development -- Organizing -- Planning -- Managing -- 4.3 Enterprise Project Management Methodologies -- Light Methodologies -- Heavy Methodologies. ; 4.4 Benefits of a Standard Methodology -- 4.5 Critical Components -- 4.6 Valmet Customer Project Management -- Introduction to Valmet and Valmet's Project Management -- Valmet PEM -- Conclusion -- 4.7 Project Quality Gates-Structured Approach to Ensure Project Success -- SAP Activate Methodology -- 4.8 Técnicas Reunidas -- Open Book Estimate as a Successful Contract Alternative to Execute Projects in the Oil and Gas Sector -- Cost Estimate Methodology -- 4.9 Sony Corporation and Earned Value Management -- Further Reading -- 4.10 Project Management Tools and Socialized Project Management -- 4.11 Artificial Intelligence and Project Management -- 4.12 Life-Cycle Phases -- 4.13 Expanding Life-Cycle Phases -- 4.14 Churchill Downs Incorporated -- 4.15 Indra: The Need for a Methodology -- 4.16 Implementing the Methodology -- 4.17 Implementation Blunders -- 4.18 Overcoming Development and Implementation Barriers -- 4.19 Wärtsilä: Recognizing the Need for Supporting Tools -- Excellent Project Management-A Prerequisite to Customer Satisfaction -- 4.20 General Motors Powertrain Group -- 4.21 Indra: Closing the Project -- 4.22 When Traditional Methodologies May Not Work -- Insights about Recovering Troubled Projects and Programs -- 5 Integrated Processes -- 5.0 Introduction -- 5.1 Understanding Integrated Management Processes -- 5.2 Evolution of Complementary Project Management Processes -- 5.3 Total Quality Management -- Total Quality Management -- Risk/Opportunity Management Using Six Sigma Tools and Probabilistic Models -- 5.4 Concurrent Engineering -- 5.5 Risk Management -- 5.6 Wärtsilä: The Need for Proactive Risk Management -- Proactive Project Risk Management in Wärtsilä Power Plant Projects -- 5.7 Indra: When a Risk Becomes Reality (Issue Management) -- 5.8 The Failure of Risk Management -- 5.9 Defining Maturity Using Risk Management. ; 5.10 Boeing Aircraft Company -- 5.11 Change Management -- 5.12 Other Management Processes -- 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 -- Boeing -- Midwest Corporation (Disguised Company) -- 6.5 GEA and Heineken Collaboration: A Learning Experience -- 6.6 Indra: Building a Cohesive Culture -- 6.7 Barriers to Implementing Project Management in Emerging Markets -- Culture -- Status and Politics -- Implementation of Project Management -- Other Barriers -- Recommendations -- 7 Management Support -- 7.0 Introduction -- 7.1 Visible Support from Senior Managers -- 7.2 Project Sponsorship -- Sponsorship by Committee -- Phases of Project Sponsorship -- Customer Relations -- Decision-making -- Strategic Planning -- 7.3 Excellence in Project Sponsorship -- 7.4 When Sponsorship Fails -- Defining Success -- The Project Sponsor/Project Manager Working Relationship -- Customer Communications -- Information is Power -- Sponsorship Growth -- Educating Sponsors -- Sponsor's Role in Project Staffing -- Sponsorship Staffing with a Hidden Agenda -- Making Unrealistic Promises to the Customers -- Not Wanting to Hear Any Bad News -- Lessons Learned -- The Need for Sponsorship Standards -- References -- 7.5 The Need for a Project Cancellation Criteria -- 7.6 Project Governance -- 7.7 Tokio Marine: Excellence in Project Governance -- Executive Management Must Establish IT Governance: Tokio Marine Group -- 7.8 Empowerment of Project Managers -- 7.9 Management Support at Work -- Midline Bank -- Contractco -- Health Care Associates -- Indra -- 7.10 Getting Line Management Support -- 7.11 Initiation Champions and Exit Champions -- 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.
• Sommario/riassunto: Best practices from 50+ world-class organizations to improve project management, add business value, and increase benefit realization. Featuring senior executives and project managers from more than 50 world-class companies and offering their best practices for successful project management implementation, the newly revised fifth edition of Project Management Best Practices contains updates throughout to reflect the latest project management best practices that add value and efficiency to every level of an organization. The text offers guidance on a wide range of project management best practices, with new coverage of the impact of COVID-19, the growth of nontraditional projects, cultural and emotional intelligence, and much more. Project Management Best Practices features insights and best practices from world class organizations like Siemens, Deloitte, GEA, Heineken, Sony, Dubai Customs, Philips Medical, IBM, Boeing, Comau, and Hitachi. Case studies from many of these organizations are included in each chapter to practically illustrate various concepts. This fifth edition includes updated information from companies covered in the earlier books along with contributions from new companies. Project Management Best Practices includes information on: Project management best practices throughout modern history and how the best of intentions can quickly become migraines; responding to changing customer requirements, what to do when the wrong culture is in place, handling the internal politics of any project, strategic planning for project management, roadblocks to excellence, seven fallacies that delay project management maturity; recognizing the need for project management methodology development and where/how artificial intelligence (AI) slots into the project management field. Following the same successful format as its predecessor in terms of content, the fifth edition of Project Management Best Practices is an essential resource for senior level and middle level corporate managers, project and team managers, engineers, project team members, business consultants, and students in related programs of study.
• Titolo autorizzato: Project management best practices
• ISBN: 9781394179213; 1394179219; 9781394179220; 1394179227
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9911007280503321
• Lo trovi qui: Univ. Federico II