Project Management Best Practices : Achieving Global Excellence.
Harold. Kerzner
Bok Engelsk 2014 · Electronic books.
| Omfang | 1 online resource (794 pages)
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| Utgave | 3rd ed.
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| Opplysninger | Intro -- Project Management Best Practices: Achieving Global Excellence -- Copyright -- Contents -- Preface -- Chapter 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: 1985-2014 -- 1.5 An Executive's View of Project Management -- 1.6 Best Practices Process -- 1.7 Step 1: Definition of a Best Practice -- 1.8 Step 2: Seeking Out Best Practices -- Understanding Project Success -- Defining Project Success -- Critical Success Factors -- 1.9 Dashboards and Scorecards -- 1.10 Key Performance Indicators -- 1.11 Step 3: Validating the Best Practice -- 1.12 Step 4: Levels of Best Practices -- 1.13 Step 5: Management of Best Practices -- 1.14 Step 6: Revalidating Best Practices -- 1.15 Step 7: What to Do with a Best Practice -- 1.16 Step 8: Communicating Best Practices across the Company -- 1.17 Step 9: Ensuring Usage of the Best Practices -- 1.18 Common Beliefs -- 1.19 Best Practices Library -- 1.20 Hewlett-Packard: Best Practices in Action -- Identifying Specific Activities as Best Practices -- Definition of a Best Practice -- A Library of Best Practices -- Getting Support for Best Practices -- 1.21 DTE Energy -- 1.22 A Consultant's View of Project Management and Best Practices -- Project Management in the Small Business Environment -- Project Management in Construction -- Project Management in Health Care/Dental Category -- Project Management in Higher Education -- Project Management in the Marketing and Advertising Category -- Project Management Initiative for a Marketing Strategy Consultancy -- Project Management Initiative Chronology -- Chapter 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 Customer Satisfaction Migraine -- 2.4 Migraine Resulting from Responding to Changing Customer Requirements -- 2.5 Reporting Level of the PMO Migraine -- 2.6 Cash Flow Dilemma Migraine -- 2.7 Scope Change Dilemma Migraine -- 2.8 Outsource or Not Migraine -- 2.9 Determining When to Cancel a Project Migraine -- 2.10 Providing Project Awards Migraine -- 2.11 Migraine from Having the Wrong Culture in Place -- 2.12 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 -- 2.13 Migraines Caused by the Seven Deadly Sins -- The Seven Deadly Sins -- 2.14 Sources of Smaller Migraines -- 2.15 Ten Uglies of Projects -- Introduction -- The Ten Uglies -- Possible Remedies -- Conclusion -- References -- Chapter 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 Hitachi Ltd. -- Initiatives to Strengthen Project Management Capacityat Hitachi -- References (Abstracts Provided Where Available) -- 3.3 KONE: The Project Management Challenge -- Growth Challenge -- Project Management Competence Development Must Do's 2009 -- 3.4 The Light at the End of the Tunnel -- 3.5 Goodyear.. - 2005-2009: Poised for Growth.. - 4.31 Westfield Group -- 4.32 Hewlett-Packard -- 4.33 DTE Energy -- 4.34 ALSTOM -- Introduction -- V-cycle Methodology in Project Management of Industrial Integrated Systems: -- 4.35 Cassidian: Golden Rules in Project Management -- Why Golden Rules for Project Management? -- Golden Rules for Project Management -- 4.36 When Traditional Methodologies May Not Work -- Insights about Recovering Troubled Projects and Programs -- Human Behaviors -- Application of Technical Expertise -- Chapter 5: Integrated Processes -- 5.0 Introduction -- 5.1 Understanding Integrated Management Processes -- 5.2 Evolution of Complementary Project Management Processes -- 5.3 Zurich America Insurance Company -- 5.4 Total Quality Management -- Risk/Opportunity Management Using Six Sigma Tools and Probabilistic Models -- 5.5 Concurrent Engineering -- 5.6 Risk Management -- 5.7 Wärtsilä: The Need for Proactive Risk Management -- Proactive Project Risk Management in Wärtsilä Power Plant Projects -- 5.8 ILLUMINAT: Effective Risk Management -- Business Context -- Risk Management Approach -- Risk Management Reporting -- Lessons Learned -- Conclusion -- 5.9 Indra: When a Risk Becomes Reality (Issue Management) -- 5.10 The Failure of Risk Management -- Program Manager -- Program Manager -- 5.11 Defining Maturity Using Risk Management -- 5.12 Boeing Aircraft Company -- 5.13 Change Management -- 5.14 Other Management Processes -- 5.15 Hewlett-Packard -- 5.16 Earned-Value Measurement -- 5.17 DTE Energy -- DTE Energy's ITS Earned-Value Analysis Journey -- Chapter 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 Indra: Building a Cohesive Culture -- 6.6 maxIT-VCS -- 6.7 DFCU Financial -- 1997-2005: Overcoming the Past.. - 4.5 Critical Components -- 4.6 SAP -- Project Quality Gates-Structured Approach to Ensure Project success -- ASAP Methodology - Structured, Repeatable, Prescriptive Way to Deliver SAP Projects and Innovate Project Delivery -- 4.7 Cassidian: Integrated Multilevel Schedules -- Why Integrated Multilevel Schedules? -- 4.8 Tecnicas Reunidas -- Open Book Estimate (OBE) as a Successful Contract Alternative to Execute Projects in the Oil & -- Gas Sector -- Cost Estimate Methodology -- 4.9 Teradyne: From Myth to Reality -- 4.10 Slalom Consulting: Project Management Functions -- 4.11 Slalom Consulting: Replacing Methodologies with Frameworks -- 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 Project Management Tools -- 4.20 Wärtsilä: Recognizing the Need for Supporting Tools -- Excellent Project Management-A Prerequisite to Customer Satisfaction -- 4.21 Tech Mahindra Limited: Project Process Monitoring -- Customer One -- 4.22 Tech Mahindra Limited: Customer Delight Index for Projects -- Project Issues -- Project Reasons -- 4.23 General Motors Powertrain Group -- 4.24 Ericsson Telecom AB -- 4.25 Indra: Closing the Project -- Closing the Project -- 4.26 Repsol: The Repsol E& -- P GIP© Methodology-The Project Quality Management Process Applied to Decision Making -- 4.27 Rockwell Automation: Quest for a Common Process -- 4.28 Sherwin-Williams -- Company Background -- Case Study Background -- 4.29 Medical Mutual -- Introduction -- Conclusion -- 4.30 Holcim -- Project Management Methodologies -- Project Portfolio Management -- Project Management Training in Holcim -- Project Management Offices at Holcim -- Results Achieved.. - Best Practice #1: Goodyear's Global Project Management Summit -- Best Practice #2: The Project Management Case Study -- Best Practice #3: Goodyear's Approach to Coaching and Advising Project Managers -- 3.6 Managing Assumptions -- 3.7 Managing Assumptions in Conservation Projects-WWF International -- Adaptive Management and Challenges in Conservation Projects -- Conceptual Models -- Results Chains -- 3.8 Project Governance -- 3.9 Seven Fallacies That Delay Project Management Maturity -- 3.10 Motorola -- 3.11 Texas Instruments -- 3.12 Hewlett-Packard: Recognizing the Need -- HP Services' Commitment to Project Management -- 3.13 Hewlett-Packard: The Journey and the Obstacles -- Component-Specific Responsibilities -- Work Products -- Required Training -- Qualifications -- Skills -- 3.14 Cooper Standard -- Best Practices at Cooper Standard -- Key Elements of the Strategy Accomplished in 2012: -- Additional Improvements Targeted for 2013: -- Enablers -- Expectations for the Future -- Verbatims -- 3.15 Naviair: On Time-on Budget -- How to Make Big and Complex Programs a Success -- Organise and Report -- Communicate Everywhere -- 3.16 DTE Energy -- 3.17 Key Plastics -- Key Plastics Background -- The Process (KPRP) -- The Tool (enterProj) -- 3.18 ILLUMINAT and the Strategic Business of Project Management -- ILLUMINAT Project Management Services: The Pursuit of Project Management Excellence -- 3.19 Avalon Power and Light -- 3.20 Roadway Express -- 3.21 Defcon Corporation -- 3.22 Kombs Engineering -- 3.23 Williams Machine Tool Company -- Chapter 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.. - Senior executives and project managers from more than 50 world-class companies offer their best practices for successful project management implementation The first two editions of the bestselling Project Management Best Practices helped project managers navigate the increasingly complex task of working within global corporations employing distant and diverse work teams. This new Third Edition includes the same valuable wealth of proven best practices, while following up on case studies from previous editions and offering new case studies on project management practices at large and small companies. The Third Edition offers insight from project managers and executives at more than fifty global companies in all sectors of the market. These industry-leading professionals offer insight and best practices for: Project risk management Project management for multinational cultures and cultural failures Focusing on value, as well as cost and schedule Integrated and virtual project teams Covering the latest developments in the project management field, Project Management Best Practices, Third Edition offers a must-have window into the issues and solutions facing corporate managers, project and team managers, engineers, project team members, and business consultants in today's global market.. - Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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| ISBN | 9781118835609
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