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Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, and Ricardo Viana Vargas
| Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, and Ricardo Viana Vargas |
| Autore | Kerzner Harold |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , [2022] |
| Descrizione fisica | 1 online resource (514 pages) |
| Disciplina | 658.404 |
| Soggetto topico |
Organizational change
Project management |
| ISBN |
1-119-83230-6
1-119-83229-2 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Pillar #1: Strategic Delivery Capability -- 1.0 Setting the Stage -- Excellence in Action: Strategy Management Services, Mayo Clinic -- Past, Present, and Future -- Spectrum of Strategy Management Services -- SMS Evolution -- Next-Generation Roadmap -- 1.1 Background -- 1.2 Line-of-Sight -- 1.3 Sustainable Competitive Advantage -- 1.4 High-Performance Teams -- 1.5 High-Performance Organizations -- 1.6 Strategic Competency -- 1.7 Background to Barriers -- Human Resources Barriers -- Legal Barriers -- Project Sponsorship Barriers -- Cost of Implementation Barriers -- Culture Barriers -- Project Management Office (PMO) Barriers -- Conclusion -- 1.8 Excellence in Action: Medtronic -- 1.9 Strategically Improving -- 1.10 Innovation in Action: Repsol -- 1.11 Strategic Agility -- 1.12 Excellence in Action: Merck Kgaa -- 1.13 Excellence in Action: Cisco -- Cisco Customer Experience - Project Management Role Evolution - Transformation in Action -- 1.14 Excellence in Action: Servicenow -- 1.15 Excellence in Action: Farm Credit Mid-America -- Tri-Focal Lens for Project Success -- Farm Credit Mid-America's Value-Driven Strategic Portfolio Management -- Operational Process Excellence Team -- Author Biographies -- 1.16 Excellence in Action: Project Management United -- What Might the Future of Project Management Look Like? -- Major Changes Expected in Project Management in the Upcoming Years -- How Do We Plan for the Future? -- Conclusions -- 1.17 Letter to Future Project Manager -- References -- Chapter 2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives -- 2.0 What Makes Humanitarian Projects Different? -- 2.1 The Impact of Project Management Practices in Humanitarian Projects.
2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia -- How Change Happened -- Challenges to Deal With -- More Than Donating Money, Donating Its Best Capabilities -- One Plus One Does Not Always Equal Two -- Project Management and Nonlocality -- The Extended View of the Project Value Chain -- Let's Go a Little Further -- Ecosystem in Project Management -- 2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned -- Introduction -- Planning Model -- Results -- Resumption Plan -- Lessons Learned -- 2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects -- Introduction -- Principles -- Risk Context -- Complexity -- Design, Monitoring and Evaluation Frameworks -- Lift Case Background -- 2.5 16/6 Project in Haiti -- Case Background -- Identifying the Program -- Program Planning and Controls -- Lessons Learned -- 2.6 Conclusions -- References -- Chapter 3 Pillar #3: Project Management Is Creating Innovative Cultures -- 3.0 Background -- 3.1 Introducing the Innovative Culture Model -- 3.2 Balanced Alignment and Autonomy -- 3.3 Excellence in Action: Sunrise UPC -- The Cultural Shift from Project Manager to Project Leader -- 3.4 Innovation Competencies -- 3.5 Excellence in Action: Bosch -- Methods and Tools in Project Management Spread across Sectors and Industries -- Expansion of the Project Management Methods Toolbox -- Supporting IT Tools -- Project Roles -- Sponsor -- Project Manager -- Project Team -- Further Roles -- Qualification of Role Holders -- Project Management Backbone in Organizations -- Project Management Promoter -- Project Management Office (PMO) -- Organizational Development. Project Mindset and Appreciation in the Enterprise as an Important Element of Entrepreneurship -- Conclusion -- 3.6 Blocking Off Time to Think -- 3.7 Excellence in Action: 3M -- 3.8 Refreshed Executive Role -- 3.9 Excellence in Action: General Motors -- 3.10 The Innovation Culture -- 3.11 Excellence in Action: Apple -- Background -- Conclusion -- 3.12 Projects as Innovation Labs -- 3.13 Excellence in Action: Samsung -- Background -- Conclusion -- 3.14 New Ways of Working -- 3.15 Excellence in Action: Siemens -- Master Complexity and Deliver Reliability with an Agile Product Driven Project Management Capability -- A Transparent, Systems Approach Enables a New Way -- Seven Best Practices -- 3.16 Readying and Sustaining Tomorrow's Excellence Cultures -- 3.17 A Future (Working) Day in the Life of the Program Manager -- 3.18 Excellence in Action: Solvo360 -- The Future of Project Management in Emerging Countries -- 3.19 Excellence in Action: Texas Instruments -- Background -- Conclusion -- Chapter 4 Pillar #4: Digitalization Is Central to Delivering Projects' Promises -- 4.0 Background -- 4.1 Excellence in Action: ASGC -- Derailers of Digital Transformation in the Construction Industry -- Fuzzy Definitions -- Confusion of the Economics of Digital Transformation -- Over Indexing on the Usual Threats -- Missing the Duality of Digital -- Building the Digital Talent and Required Skillsets -- Cultural Resistance -- Cybersecurity Concerns -- Collaboration Environment -- Ecosystem Integration -- Inadequate Identification of Corporates Strengths and Gaps -- Investment Competitiveness and Low-Profit Margins -- Focusing on Outputs Rather Than Business Outcomes -- Configuration/Change Management -- Scalability and Strategic Alignment -- 4.2 Digitalization and Projects Framework -- 4.3 Experimenting Capacity -- 4.4 Excellence in Action: ServiceNow. Digital Workflows Are Essential to PMO Success -- Unifying Systems to Drive Capabilities -- Digital Transformation beyond the PMO -- 4.5 Context-Driven Planning -- 4.6 Excellence in Action: Progressive Insurance -- How Is Progressive Developing Its Project Managers and Project Delivery Organization for Its Digital Future? -- How Is Progressive Preparing Its Project Managers for the Future? -- 4.7 Co-Creation -- 4.8 Growth in Information Warehouses -- 4.9 Knowledge Repositories -- The Benefits of a Knowledge Repository -- Intangible Intellectual Capital Assets -- Categories of Knowledge -- 4.10 The Need for Business Intelligence Systems -- 4.11 Big Data -- 4.12 Top Seven Things to Consider When Choosing a BI Tool -- Visual Functionality and Presentation -- Integration -- Customization -- Mobility -- Training Requirements -- Pricing -- IT Support -- 4.13 Stop Treating Business Intelligence Projects as IT Projects -- Business Intelligence Is Not an IT Project but a Strategic Endeavor -- A Business Intelligence Project Is a Change Initiative -- Change Management Is Key to Business Intelligence Success -- Successful Dashboards Are Not Data Dumps -- What Should We Take from This? -- 4.14 Dashboards vs. Reports: Which One Should You Go With? -- What Exactly Is Reporting? -- What Are the Differences Between Reports and Dashboards? -- Enterprise Reporting -- Dashboards -- Ad-Hoc Reporting -- So, Which Should I Use? -- 4.15 Mapping Dashboards to Objectives -- Overview -- The To-Be, the As-Is, and the Gap -- How to Get There -- Validation -- 4.16 Virtual Teams Engagement -- 4.17 Excellence in Action: IBM -- Abstract -- Rise of Intelligent Automation -- The Skill Storm -- Future of Project Management -- 1. Embracing Intelligent Automation -- 2. Transforming Process, Methods, and Tools -- 3. Project Management Certification -- 4. Skills Development. 5. The Future of Work -- Summation -- The Authors -- About IBM -- References -- 4.18 Outcomes-Focused Work -- 4.19 Excellence in Action: Dubai Customs -- Utilizing AI Virtual Assistant in Project Management -- 4.20 Ever-Changing Ways of Working -- 4.21 Excellence in Action: Wuttke & -- Team -- Citizen Development Project Management -- What Exactly Is Citizen Development? -- ShadowIT -- Citizen Development = Advantage IT -- Programming for the Ordinary Folks -- Digitization Needs Citizen Development -- Citizen Development and Citizen Development Project Management -- Citizen Project Management Is Agile -- Characteristics of Citizen Development Projects -- 4.22 Digitalization and Projects Path Forward -- Chapter 5 Pillar 5: Evolving Project Delivery Skills -- 5.0 The Changing Landscape -- 5.1 Problem Solving and Decision-Making -- Challenging Project Management Scenarios -- The Need for New Skills -- The Need for Information -- Problem Solving and Decision-Making in a Project Environment -- Real Versus Personality Problems -- Deciding Who Should Attend the Problem-Solving Meeting -- Deciding Who Should Attend the Decision-Making Meeting -- Creating a Meeting Framework -- Setting Limits -- Establishing Boundary Conditions -- Adaptive Decision-Making -- Innovative Decision-Making -- Pressured Decision-Making -- Decision-Making Meetings -- Advantages and Disadvantages of Group Decision-Making -- Decision-Making Mental Roadblocks -- Decision-Making Personal Biases -- The Danger of Making Hasty Decisions -- Decision-Making Styles -- Decision-Making Tools -- Evaluating the Impact of a Decision -- The Time to Implement a Solution -- 5.2 Brainstorming -- Introduction -- Onsite Brainstorming -- Reasons for Failure -- The Need for Brainstorming Structure -- Virtual Brainstorming Sessions -- Decision-Making Characteristics -- Recommendations. 5.3 Design Thinking. |
| Record Nr. | UNINA-9910580257403321 |
Kerzner Harold
|
||
| Hoboken, New Jersey : , : Wiley, , [2022] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, and Ricardo Viana Vargas
| Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, and Ricardo Viana Vargas |
| Autore | Kerzner Harold |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , [2022] |
| Descrizione fisica | 1 online resource (514 pages) |
| Disciplina | 658.404 |
| Soggetto topico |
Organizational change
Project management |
| ISBN |
1-119-83228-4
1-119-83230-6 1-119-83229-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Pillar #1: Strategic Delivery Capability -- 1.0 Setting the Stage -- Excellence in Action: Strategy Management Services, Mayo Clinic -- Past, Present, and Future -- Spectrum of Strategy Management Services -- SMS Evolution -- Next-Generation Roadmap -- 1.1 Background -- 1.2 Line-of-Sight -- 1.3 Sustainable Competitive Advantage -- 1.4 High-Performance Teams -- 1.5 High-Performance Organizations -- 1.6 Strategic Competency -- 1.7 Background to Barriers -- Human Resources Barriers -- Legal Barriers -- Project Sponsorship Barriers -- Cost of Implementation Barriers -- Culture Barriers -- Project Management Office (PMO) Barriers -- Conclusion -- 1.8 Excellence in Action: Medtronic -- 1.9 Strategically Improving -- 1.10 Innovation in Action: Repsol -- 1.11 Strategic Agility -- 1.12 Excellence in Action: Merck Kgaa -- 1.13 Excellence in Action: Cisco -- Cisco Customer Experience - Project Management Role Evolution - Transformation in Action -- 1.14 Excellence in Action: Servicenow -- 1.15 Excellence in Action: Farm Credit Mid-America -- Tri-Focal Lens for Project Success -- Farm Credit Mid-America's Value-Driven Strategic Portfolio Management -- Operational Process Excellence Team -- Author Biographies -- 1.16 Excellence in Action: Project Management United -- What Might the Future of Project Management Look Like? -- Major Changes Expected in Project Management in the Upcoming Years -- How Do We Plan for the Future? -- Conclusions -- 1.17 Letter to Future Project Manager -- References -- Chapter 2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives -- 2.0 What Makes Humanitarian Projects Different? -- 2.1 The Impact of Project Management Practices in Humanitarian Projects.
2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia -- How Change Happened -- Challenges to Deal With -- More Than Donating Money, Donating Its Best Capabilities -- One Plus One Does Not Always Equal Two -- Project Management and Nonlocality -- The Extended View of the Project Value Chain -- Let's Go a Little Further -- Ecosystem in Project Management -- 2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned -- Introduction -- Planning Model -- Results -- Resumption Plan -- Lessons Learned -- 2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects -- Introduction -- Principles -- Risk Context -- Complexity -- Design, Monitoring and Evaluation Frameworks -- Lift Case Background -- 2.5 16/6 Project in Haiti -- Case Background -- Identifying the Program -- Program Planning and Controls -- Lessons Learned -- 2.6 Conclusions -- References -- Chapter 3 Pillar #3: Project Management Is Creating Innovative Cultures -- 3.0 Background -- 3.1 Introducing the Innovative Culture Model -- 3.2 Balanced Alignment and Autonomy -- 3.3 Excellence in Action: Sunrise UPC -- The Cultural Shift from Project Manager to Project Leader -- 3.4 Innovation Competencies -- 3.5 Excellence in Action: Bosch -- Methods and Tools in Project Management Spread across Sectors and Industries -- Expansion of the Project Management Methods Toolbox -- Supporting IT Tools -- Project Roles -- Sponsor -- Project Manager -- Project Team -- Further Roles -- Qualification of Role Holders -- Project Management Backbone in Organizations -- Project Management Promoter -- Project Management Office (PMO) -- Organizational Development. Project Mindset and Appreciation in the Enterprise as an Important Element of Entrepreneurship -- Conclusion -- 3.6 Blocking Off Time to Think -- 3.7 Excellence in Action: 3M -- 3.8 Refreshed Executive Role -- 3.9 Excellence in Action: General Motors -- 3.10 The Innovation Culture -- 3.11 Excellence in Action: Apple -- Background -- Conclusion -- 3.12 Projects as Innovation Labs -- 3.13 Excellence in Action: Samsung -- Background -- Conclusion -- 3.14 New Ways of Working -- 3.15 Excellence in Action: Siemens -- Master Complexity and Deliver Reliability with an Agile Product Driven Project Management Capability -- A Transparent, Systems Approach Enables a New Way -- Seven Best Practices -- 3.16 Readying and Sustaining Tomorrow's Excellence Cultures -- 3.17 A Future (Working) Day in the Life of the Program Manager -- 3.18 Excellence in Action: Solvo360 -- The Future of Project Management in Emerging Countries -- 3.19 Excellence in Action: Texas Instruments -- Background -- Conclusion -- Chapter 4 Pillar #4: Digitalization Is Central to Delivering Projects' Promises -- 4.0 Background -- 4.1 Excellence in Action: ASGC -- Derailers of Digital Transformation in the Construction Industry -- Fuzzy Definitions -- Confusion of the Economics of Digital Transformation -- Over Indexing on the Usual Threats -- Missing the Duality of Digital -- Building the Digital Talent and Required Skillsets -- Cultural Resistance -- Cybersecurity Concerns -- Collaboration Environment -- Ecosystem Integration -- Inadequate Identification of Corporates Strengths and Gaps -- Investment Competitiveness and Low-Profit Margins -- Focusing on Outputs Rather Than Business Outcomes -- Configuration/Change Management -- Scalability and Strategic Alignment -- 4.2 Digitalization and Projects Framework -- 4.3 Experimenting Capacity -- 4.4 Excellence in Action: ServiceNow. Digital Workflows Are Essential to PMO Success -- Unifying Systems to Drive Capabilities -- Digital Transformation beyond the PMO -- 4.5 Context-Driven Planning -- 4.6 Excellence in Action: Progressive Insurance -- How Is Progressive Developing Its Project Managers and Project Delivery Organization for Its Digital Future? -- How Is Progressive Preparing Its Project Managers for the Future? -- 4.7 Co-Creation -- 4.8 Growth in Information Warehouses -- 4.9 Knowledge Repositories -- The Benefits of a Knowledge Repository -- Intangible Intellectual Capital Assets -- Categories of Knowledge -- 4.10 The Need for Business Intelligence Systems -- 4.11 Big Data -- 4.12 Top Seven Things to Consider When Choosing a BI Tool -- Visual Functionality and Presentation -- Integration -- Customization -- Mobility -- Training Requirements -- Pricing -- IT Support -- 4.13 Stop Treating Business Intelligence Projects as IT Projects -- Business Intelligence Is Not an IT Project but a Strategic Endeavor -- A Business Intelligence Project Is a Change Initiative -- Change Management Is Key to Business Intelligence Success -- Successful Dashboards Are Not Data Dumps -- What Should We Take from This? -- 4.14 Dashboards vs. Reports: Which One Should You Go With? -- What Exactly Is Reporting? -- What Are the Differences Between Reports and Dashboards? -- Enterprise Reporting -- Dashboards -- Ad-Hoc Reporting -- So, Which Should I Use? -- 4.15 Mapping Dashboards to Objectives -- Overview -- The To-Be, the As-Is, and the Gap -- How to Get There -- Validation -- 4.16 Virtual Teams Engagement -- 4.17 Excellence in Action: IBM -- Abstract -- Rise of Intelligent Automation -- The Skill Storm -- Future of Project Management -- 1. Embracing Intelligent Automation -- 2. Transforming Process, Methods, and Tools -- 3. Project Management Certification -- 4. Skills Development. 5. The Future of Work -- Summation -- The Authors -- About IBM -- References -- 4.18 Outcomes-Focused Work -- 4.19 Excellence in Action: Dubai Customs -- Utilizing AI Virtual Assistant in Project Management -- 4.20 Ever-Changing Ways of Working -- 4.21 Excellence in Action: Wuttke & -- Team -- Citizen Development Project Management -- What Exactly Is Citizen Development? -- ShadowIT -- Citizen Development = Advantage IT -- Programming for the Ordinary Folks -- Digitization Needs Citizen Development -- Citizen Development and Citizen Development Project Management -- Citizen Project Management Is Agile -- Characteristics of Citizen Development Projects -- 4.22 Digitalization and Projects Path Forward -- Chapter 5 Pillar 5: Evolving Project Delivery Skills -- 5.0 The Changing Landscape -- 5.1 Problem Solving and Decision-Making -- Challenging Project Management Scenarios -- The Need for New Skills -- The Need for Information -- Problem Solving and Decision-Making in a Project Environment -- Real Versus Personality Problems -- Deciding Who Should Attend the Problem-Solving Meeting -- Deciding Who Should Attend the Decision-Making Meeting -- Creating a Meeting Framework -- Setting Limits -- Establishing Boundary Conditions -- Adaptive Decision-Making -- Innovative Decision-Making -- Pressured Decision-Making -- Decision-Making Meetings -- Advantages and Disadvantages of Group Decision-Making -- Decision-Making Mental Roadblocks -- Decision-Making Personal Biases -- The Danger of Making Hasty Decisions -- Decision-Making Styles -- Decision-Making Tools -- Evaluating the Impact of a Decision -- The Time to Implement a Solution -- 5.2 Brainstorming -- Introduction -- Onsite Brainstorming -- Reasons for Failure -- The Need for Brainstorming Structure -- Virtual Brainstorming Sessions -- Decision-Making Characteristics -- Recommendations. 5.3 Design Thinking. |
| Record Nr. | UNINA-9910677058803321 |
|
Kerzner Harold
|
||
| Hoboken, New Jersey : , : Wiley, , [2022] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, Ricardo Viana Vargas
| Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, Ricardo Viana Vargas |
| Autore | Kerzner Harold |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2022 |
| Descrizione fisica | 1 online resource (514 pages) |
| Disciplina | 658.404 |
| Soggetto topico |
Organizational change
Project management Skipulagsbreytingar Verkefnastjórnun |
| ISBN |
9781119832287
1119832284 9781119832300 (e-book) 1119832306 9781119832294 1119832292 9781119832270 (hbk.) |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Pillar #1: Strategic Delivery Capability -- 1.0 Setting the Stage -- Excellence in Action: Strategy Management Services, Mayo Clinic -- Past, Present, and Future -- Spectrum of Strategy Management Services -- SMS Evolution -- Next-Generation Roadmap -- 1.1 Background -- 1.2 Line-of-Sight -- 1.3 Sustainable Competitive Advantage -- 1.4 High-Performance Teams -- 1.5 High-Performance Organizations -- 1.6 Strategic Competency -- 1.7 Background to Barriers -- Human Resources Barriers -- Legal Barriers -- Project Sponsorship Barriers -- Cost of Implementation Barriers -- Culture Barriers -- Project Management Office (PMO) Barriers -- Conclusion -- 1.8 Excellence in Action: Medtronic -- 1.9 Strategically Improving -- 1.10 Innovation in Action: Repsol -- 1.11 Strategic Agility -- 1.12 Excellence in Action: Merck Kgaa -- 1.13 Excellence in Action: Cisco -- Cisco Customer Experience - Project Management Role Evolution - Transformation in Action -- 1.14 Excellence in Action: Servicenow -- 1.15 Excellence in Action: Farm Credit Mid-America -- Tri-Focal Lens for Project Success -- Farm Credit Mid-America's Value-Driven Strategic Portfolio Management -- Operational Process Excellence Team -- Author Biographies -- 1.16 Excellence in Action: Project Management United -- What Might the Future of Project Management Look Like? -- Major Changes Expected in Project Management in the Upcoming Years -- How Do We Plan for the Future? -- Conclusions -- 1.17 Letter to Future Project Manager -- References -- Chapter 2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives -- 2.0 What Makes Humanitarian Projects Different? -- 2.1 The Impact of Project Management Practices in Humanitarian Projects.
2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia -- How Change Happened -- Challenges to Deal With -- More Than Donating Money, Donating Its Best Capabilities -- One Plus One Does Not Always Equal Two -- Project Management and Nonlocality -- The Extended View of the Project Value Chain -- Let's Go a Little Further -- Ecosystem in Project Management -- 2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned -- Introduction -- Planning Model -- Results -- Resumption Plan -- Lessons Learned -- 2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects -- Introduction -- Principles -- Risk Context -- Complexity -- Design, Monitoring and Evaluation Frameworks -- Lift Case Background -- 2.5 16/6 Project in Haiti -- Case Background -- Identifying the Program -- Program Planning and Controls -- Lessons Learned -- 2.6 Conclusions -- References -- Chapter 3 Pillar #3: Project Management Is Creating Innovative Cultures -- 3.0 Background -- 3.1 Introducing the Innovative Culture Model -- 3.2 Balanced Alignment and Autonomy -- 3.3 Excellence in Action: Sunrise UPC -- The Cultural Shift from Project Manager to Project Leader -- 3.4 Innovation Competencies -- 3.5 Excellence in Action: Bosch -- Methods and Tools in Project Management Spread across Sectors and Industries -- Expansion of the Project Management Methods Toolbox -- Supporting IT Tools -- Project Roles -- Sponsor -- Project Manager -- Project Team -- Further Roles -- Qualification of Role Holders -- Project Management Backbone in Organizations -- Project Management Promoter -- Project Management Office (PMO) -- Organizational Development. Project Mindset and Appreciation in the Enterprise as an Important Element of Entrepreneurship -- Conclusion -- 3.6 Blocking Off Time to Think -- 3.7 Excellence in Action: 3M -- 3.8 Refreshed Executive Role -- 3.9 Excellence in Action: General Motors -- 3.10 The Innovation Culture -- 3.11 Excellence in Action: Apple -- Background -- Conclusion -- 3.12 Projects as Innovation Labs -- 3.13 Excellence in Action: Samsung -- Background -- Conclusion -- 3.14 New Ways of Working -- 3.15 Excellence in Action: Siemens -- Master Complexity and Deliver Reliability with an Agile Product Driven Project Management Capability -- A Transparent, Systems Approach Enables a New Way -- Seven Best Practices -- 3.16 Readying and Sustaining Tomorrow's Excellence Cultures -- 3.17 A Future (Working) Day in the Life of the Program Manager -- 3.18 Excellence in Action: Solvo360 -- The Future of Project Management in Emerging Countries -- 3.19 Excellence in Action: Texas Instruments -- Background -- Conclusion -- Chapter 4 Pillar #4: Digitalization Is Central to Delivering Projects' Promises -- 4.0 Background -- 4.1 Excellence in Action: ASGC -- Derailers of Digital Transformation in the Construction Industry -- Fuzzy Definitions -- Confusion of the Economics of Digital Transformation -- Over Indexing on the Usual Threats -- Missing the Duality of Digital -- Building the Digital Talent and Required Skillsets -- Cultural Resistance -- Cybersecurity Concerns -- Collaboration Environment -- Ecosystem Integration -- Inadequate Identification of Corporates Strengths and Gaps -- Investment Competitiveness and Low-Profit Margins -- Focusing on Outputs Rather Than Business Outcomes -- Configuration/Change Management -- Scalability and Strategic Alignment -- 4.2 Digitalization and Projects Framework -- 4.3 Experimenting Capacity -- 4.4 Excellence in Action: ServiceNow. Digital Workflows Are Essential to PMO Success -- Unifying Systems to Drive Capabilities -- Digital Transformation beyond the PMO -- 4.5 Context-Driven Planning -- 4.6 Excellence in Action: Progressive Insurance -- How Is Progressive Developing Its Project Managers and Project Delivery Organization for Its Digital Future? -- How Is Progressive Preparing Its Project Managers for the Future? -- 4.7 Co-Creation -- 4.8 Growth in Information Warehouses -- 4.9 Knowledge Repositories -- The Benefits of a Knowledge Repository -- Intangible Intellectual Capital Assets -- Categories of Knowledge -- 4.10 The Need for Business Intelligence Systems -- 4.11 Big Data -- 4.12 Top Seven Things to Consider When Choosing a BI Tool -- Visual Functionality and Presentation -- Integration -- Customization -- Mobility -- Training Requirements -- Pricing -- IT Support -- 4.13 Stop Treating Business Intelligence Projects as IT Projects -- Business Intelligence Is Not an IT Project but a Strategic Endeavor -- A Business Intelligence Project Is a Change Initiative -- Change Management Is Key to Business Intelligence Success -- Successful Dashboards Are Not Data Dumps -- What Should We Take from This? -- 4.14 Dashboards vs. Reports: Which One Should You Go With? -- What Exactly Is Reporting? -- What Are the Differences Between Reports and Dashboards? -- Enterprise Reporting -- Dashboards -- Ad-Hoc Reporting -- So, Which Should I Use? -- 4.15 Mapping Dashboards to Objectives -- Overview -- The To-Be, the As-Is, and the Gap -- How to Get There -- Validation -- 4.16 Virtual Teams Engagement -- 4.17 Excellence in Action: IBM -- Abstract -- Rise of Intelligent Automation -- The Skill Storm -- Future of Project Management -- 1. Embracing Intelligent Automation -- 2. Transforming Process, Methods, and Tools -- 3. Project Management Certification -- 4. Skills Development. 5. The Future of Work -- Summation -- The Authors -- About IBM -- References -- 4.18 Outcomes-Focused Work -- 4.19 Excellence in Action: Dubai Customs -- Utilizing AI Virtual Assistant in Project Management -- 4.20 Ever-Changing Ways of Working -- 4.21 Excellence in Action: Wuttke & -- Team -- Citizen Development Project Management -- What Exactly Is Citizen Development? -- ShadowIT -- Citizen Development = Advantage IT -- Programming for the Ordinary Folks -- Digitization Needs Citizen Development -- Citizen Development and Citizen Development Project Management -- Citizen Project Management Is Agile -- Characteristics of Citizen Development Projects -- 4.22 Digitalization and Projects Path Forward -- Chapter 5 Pillar 5: Evolving Project Delivery Skills -- 5.0 The Changing Landscape -- 5.1 Problem Solving and Decision-Making -- Challenging Project Management Scenarios -- The Need for New Skills -- The Need for Information -- Problem Solving and Decision-Making in a Project Environment -- Real Versus Personality Problems -- Deciding Who Should Attend the Problem-Solving Meeting -- Deciding Who Should Attend the Decision-Making Meeting -- Creating a Meeting Framework -- Setting Limits -- Establishing Boundary Conditions -- Adaptive Decision-Making -- Innovative Decision-Making -- Pressured Decision-Making -- Decision-Making Meetings -- Advantages and Disadvantages of Group Decision-Making -- Decision-Making Mental Roadblocks -- Decision-Making Personal Biases -- The Danger of Making Hasty Decisions -- Decision-Making Styles -- Decision-Making Tools -- Evaluating the Impact of a Decision -- The Time to Implement a Solution -- 5.2 Brainstorming -- Introduction -- Onsite Brainstorming -- Reasons for Failure -- The Need for Brainstorming Structure -- Virtual Brainstorming Sessions -- Decision-Making Characteristics -- Recommendations. 5.3 Design Thinking. |
| Record Nr. | UNINA-9910877559603321 |
|
Kerzner Harold
|
||
| Hoboken, New Jersey : , : Wiley, , 2022 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Project Workforce Estimating : Best Practices for Project Managers
| Project Workforce Estimating : Best Practices for Project Managers |
| Autore | Kerzner Harold |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Newark : , : John Wiley & Sons, Incorporated, , 2025 |
| Descrizione fisica | 1 online resource (195 pages) |
| Disciplina | 658.4/04 |
| Altri autori (Persone) | ZeitounAl |
| Soggetto topico |
Project management
Manpower planning |
| ISBN |
9781394319404
1394319401 9781394319398 1394319398 9781394319381 139431938X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9911019516503321 |
|
Kerzner Harold
|
||
| Newark : , : John Wiley & Sons, Incorporated, , 2025 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||