Project Management 2. 0 : Leveraging Tools, Distributed Collaboration, and Metrics for Project Success.
Harold. Kerzner
Bok Engelsk 2015 · Electronic books.
| Omfang | 1 online resource (339 pages)
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| Utgave | 1st ed.
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| Opplysninger | Cover -- Title Page -- Copyright -- Contents -- Chapter 1 Project Management 2.0 -- 1.0 Introduction: Changing Times -- 1.1 Characteristics of PM 1.0 -- 1.2 Other Critical Issues With PM 1.0 -- 1.3 Project Management 2.0 -- 1.4 Criticism of PM 2.0 -- 1.5 Project Management 2.0 : Technological Blessing or Curse? -- 1.6 Policing PM 2.0 -- 1.7 Working With Stakeholders in PM 2.0 -- Today's View of Stakeholder Relations Management -- Need for Meaningful Information -- All That Glitters is not Gold -- 1.8 Finding the Information -- 1.9 Percent Complete Dilemma -- 1.10 Information Overload -- 1.11 Customer Satisfaction Headache -- 1.12 Determining Project Health -- 1.13 Dashboard Rules for Displaying Data -- 1.14 Reduction in Cost of Paperwork -- 1.15 Reduction in Executive Meddling -- 1.16 Project Management Skills -- 1.17 Contingency Planning -- Discussion Questions -- Chapter 2 A Peek Into the Future of Project Management -- 2.0 Changing Times -- 2.1 Impact of Recessions -- 2.2 Executive View of Project Management -- 2.3 Engagement Project Management -- 2.4 Growth of More Complex Projects -- 2.5 Need for Additional Metrics -- 2.6 New Developments in Project Management -- 2.7 Project Manager's Tool Box -- 2.8 Need for Continuous Improvement -- 2.9 Conclusions -- Discussion Questions -- Chapter 3 Understanding Success and Failure -- 3.0 Introduction -- 3.1 Project Management-Early Years: 1945-1960 -- 3.2 Project Management Begins to Grow: 1970-1985 -- 3.3 Growth in Competing Constraints -- 3.4 Rule of Inversion -- 3.5 Growth in Measurement Techniques -- 3.6 Trade-Offs -- 3.7 Putting Together Components of Success -- 3.8 New Definition of Success -- 3.9 Understanding Project Failure -- 3.10 Causes of Project Failure -- Discussion Questions -- Chapter 4 Value-Driven Project Management -- 4.0 Introduction -- 4.1 Understanding Today's View of Value.. - 4.2 Value Modeling -- 4.3 Value and Leadership Changes for PM 2.0 -- 4.4 Value-Based Trade-Offs -- 4.5 Need for Value Metrics -- 4.6 Creating a Value Metric -- 4.7 Displaying Value Metrics in a Dashboard -- 4.8 Selecting Value Attributes -- 4.9 Additional Complexities With Value Metrics -- Discussion Questions -- Chapter 5 Growing Importance of Metrics With PM 2.0 -- 5.0 Introduction -- 5.1 Enterprise Resource Planning -- 5.2 Need for Better Project Metrics -- 5.3 Causes for Lack of Support for Metrics Management -- 5.4 Characteristics of a Metric -- 5.5 Metrics Selection -- 5.6 Key Performance Indicators -- Need for KPIs -- Using KPIs -- Anatomy of a KPI -- KPI Characteristics -- KPI Failures -- 5.7 Dashboards and Scorecards -- 5.8 Business Intelligence -- 5.9 Growth in Dashboard Information Systems -- 5.10 Selecting an Infographics Designer -- 5.11 Project Health Check Metrics -- 5.12 Maintaining Project's Direction -- 5.13 Metrics and Virtual Teams -- 5.14 Metric Mania -- 5.15 Metric Training Sessions -- 5.16 Metric Owners -- 5.17 Answering Metric Questions -- Discussion Questions -- Chapter 6 Project Management Methodologies: 1.0 Versus 2.0 -- 6.0 Introduction -- 6.1 PM 2.0 Definition of Project Management Excellence -- 6.2 Need for a Methodology -- 6.3 Need for an Enterprisewide Methodology -- Light Methodologies -- Heavy Methodologies -- 6.4 Benefits of a Standardized Methodology -- 6.5 Critical Components -- 6.6 From Methodologies to Framework -- 6.7 Life-Cycle Phases -- 6.8 Drivers for PM 2.0 Client-Centered Flexibility -- 6.9 Understanding Moving Targets -- 6.10 Need for Client-Specific Metrics -- 6.11 Business Case Development -- 6.12 Validating Assumptions -- Types of Assumptions -- Documenting Assumptions -- 6.13 Design Freezes -- 6.14 Customer Approvals -- 6.15 Agile Project Management Methodology -- 6.16 Implementing Methodology.. - 6.17 Implementation Blunders -- 6.18 Overcoming Development and Implementation Barriers -- 6.19 Using Crisis Dashboards with Methodologies -- Understanding Targets -- Defining a Crisis -- Crisis Dashboard Images -- Conclusions -- 6.20 Shutting Down the Project -- Discussion Questions -- Chapter 7 Project Governance -- 7.0 Introduction -- 7.1 Need for Governance -- 7.2 Defining Project Governance -- 7.3 Project Versus Corporate Governance -- 7.4 Roles, Responsibilities, and Decision-Making Authority -- 7.5 Governance Frameworks -- 7.6 Three Pillars of Project Governance -- Core Project Governance Principles -- 7.7 Misinterpretation of Information -- 7.8 Filtering the Information -- 7.9 Understanding Politics in Project Environment -- Political Risks -- Reasons for Playing Politics -- Situations Where Political Games Will Occur -- Governance Committee -- Friends and Foes -- Attack or Retreat -- Need for Effective Communications -- Power and Influence -- Managing Project Politics -- 7.10 Managing Global Stakeholder Relations -- 7.11 Failure of Project Governance -- 7.12 Saving Distressed Projects -- Discussion Questions -- Chapter 8 Role of Project Manager in Strategic Planning and Portfolio Management -- 8.0 Introduction -- 8.1 Why Strategic Plans Often Fail -- 8.2 Project Management: Executive Perspective -- 8.3 Strategic Planning: Project Management Perspective -- 8.4 Generic Strategic Planning -- 8.5 Benefits of Project Management -- 8.6 Dispelling Myths -- 8.7 Ways That Project Management Helps Strategic Planning -- 8.8 Transformational Project Management Leadership -- 8.9 Project Manager's Role in Portfolio Management -- 8.10 Value Management and Benefits Realization -- Understanding the Terminology -- Life-Cycle Phases -- Understanding Value -- 8.11 Benefits Realization Metrics -- 8.12 Portfolio Management Governance -- Discussion Questions.. - Chapter 9 R& -- D Project Management -- 9.0 Introduction -- 9.1 Role of R& -- D in Strategic Planning -- 9.2 Product Portfolio Analysis -- 9.3 Marketing Involvement with R& -- D Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- Me Too -- 9.4 Product Life Cycles -- 9.5 R& -- D Project Planning According to Market Share -- 9.6 Classification of R& -- D Projects -- 9.7 Research Versus Development -- 9.8 R& -- D Ratio -- Manufacturing and Sales -- Human Behavior -- 9.9 Offensive-Versus-Defensive R& -- D -- 9.10 Modeling R& -- D Planning Function -- 9.11 Priority Setting -- Working With Marketing -- 9.12 Contract R& -- D -- 9.13 Nondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements -- 9.14 Government Influence -- 9.15 Sources of Ideas -- 9.16 Economic Evaluation of Projects -- 9.17 R& -- D Project Readjustments -- 9.18 Project Termination -- 9.19 Tracking R& -- D Performance -- Discussion Questions -- Chapter 10 Problem Solving and Decision Making -- 10.0 Introduction -- 10.1 Understanding Concepts -- Necessity for Problem Solving and Decision Making -- Research Techniques in Basic Decision-Making Process -- Facts about Problem Solving and Decision Making -- Information Overload -- Getting Access to Right Information -- Lack of Information -- Project Versus Business Problem Solving and Decision Making -- 10.2 Project Environment: Its Impact on Problem Solving and Decision Making -- Impact of Constraints on Project Problem Solving and Decision Making -- Impact of Assumptions on Project Problem Solving and Decision Making -- Understanding Project Environment -- Selecting Right Project Manager -- 10.3 Conceptual Problem-Solving and Decision-Making Process -- Determining the Steps -- 10.4 Identifying and Understanding A Problem.. - Problem-Solving and Decision-Making Attributes That Are Difficult to Teach.. - Real Problems versus Personality Problems -- Not All Problems Can Be Solved -- Complexity of Problems -- Technique for Problem Identification -- Individual Problem Solving Conducted in Secret -- Team Problem Solving Conducted in Secret -- 10.5 Gathering Problem-Related Data -- Reason for Data Gathering -- Data-Gathering Techniques -- Setting Limits on Problem Solving and Decision Making -- Identifying Boundary Conditions -- Determining Who Should Attend Problem-Solving Meeting -- Determining Who Should Attend Decision-Making Meeting -- Creating Framework for Meeting -- Understanding How People React in Meetings -- Working with Participants during Meetings -- Leadership Techniques during Meetings -- Handling Problem-Solving and Decision-Making Conflicts -- Continuous Solutions versus Enhancement Project Solutions -- Problem Solving versus Scope Creep -- Problem Solving and Decision Making During Crisis Projects -- 10.6 Analyzing Data -- Questions to ask -- 10.7 Developing Alternative Solutions -- Variables to Consider during Alternative Analyses -- Understanding Features That Are Part of Alternatives -- Developing Hybrid Alternatives -- Trade-Offs -- Common Mistakes When Developing Alternatives -- 10.8 Problem-Solving Tools and Techniques -- Root-Cause Analysis -- General Principles of RCA -- Corrective Actions Using RCA -- RCA Techniques -- Brainstorming -- Rules for Brainstorming -- Critical Steps in Brainstorming -- Conducting Brainstorming Session: Process -- Conducting Brainstorming Session: Evaluation -- Brainstorming Sessions: Nominal Group Technique -- Group-Passing Technique -- Team Idea-Mapping Method -- Electronic Brainstorming -- Directed Brainstorming -- Individual Brainstorming -- Question Brainstorming -- 10.9 Creativity and Innovation -- Creativity, Innovation, and Value -- Negative Innovation -- Types of Innovative Solutions.. - Get connected and improve outcomes with a more modern approach to project management Project Management 2.0 tackles the new emerging approach and toolset for practicing project management in a virtual world. Author Harold Kerzner is recognized as the thought leader in project management, and in this book, he shows how PM 2.0 offers better outcomes with a focus on new tools, better governance, improved collaboration, and more meaningful reporting using KPIs, metrics, and dashboards. This full color guide explores the impact PM 2.0 changes are having on organizations around the world, and provides a detailed comparison with PM 1.0 to help practitioners adopt new techniques and tools to use within their existing project management approach. At its core, PM 2.0 recognizes that a new generation of workers grew up in a Web 2.0 world of web-based project management tools that allow virtual or distributed teams to work together much more closely than in the past. Advances in technology and information flow have shown that traditional project management techniques are ineffective for many of today's projects. This book offers an alternative with PM 2.0, an updated approach that aligns more closely with the modern workflow. Discover the new project management tools that are changing the workflow Learn how to improve collaboration with stakeholders Explore new ideas and processes for better project governance Achieve more meaningful information reporting with traditional tools Project management is an integral component of successful business operations. With today's technology, teams are no longer limited by distance or time zones - so why are they being managed with approaches that are? This book provides a framework more relevant to the way people work today. For the project manager looking to increase efficiency and improve outcomes, Project Management. - 2.0 provides the information and tools that can make it happen.
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| Emner | |
| Sjanger | |
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| ISBN | 9781118991282
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