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BL
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| Record Number
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662466
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| Doc. No
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dltt
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| Main Entry
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Kerzner, Harold.
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| Title & Author
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Project management 2.0 : : leveraging tools, distributed collaboration, and metrics for project success /\ Harold Kerzner
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| Page. NO
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1 online resource
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| ISBN
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9781119000280 (ePub)
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: 1119000289 (ePub)
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: 9781118991282 (Adobe PDF)
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: 1118991281 (Adobe PDF)
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9781118991251 (cloth)
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: 9781119020042
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: 1119020042
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| Notes
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Includes index
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| Bibliographies/Indexes
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Includes bibliographical references and index
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| Contents
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Ch. 1 Project Management 2.0 -- 1.0.Introduction: Changing Times -- 1.1.Characteristics Of PM 10 -- 1.2.Other Critical Issues With PM 10 -- 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 -- ch. 2 A Peek Into The Future Of Project Management -- 2.0.Changing Times -- 2.1.Impact Of Recessions
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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 -- ch. 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 -- ch. 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
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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 -- ch. 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
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5.16.Metric Owners -- 5.17.Answering Metric Questions -- Discussion Questions -- ch. 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
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6.19.Using Crisis Dashboards With Methodologies -- Understanding Targets -- Defining a Crisis -- Crisis Dashboard Images -- Conclusions -- 6.20.Shutting Down The Project -- Discussion Questions -- ch. 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
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7.11.Failure Of Project Governance -- 7.12.Saving Distressed Projects -- Discussion Questions -- ch. 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 Terminotogy -- Life-Cycle Phases -- Understanding Value -- 8.11.Benefits Realization Metrics -- 8.12.Portfolio Management Governance -- Discussion Questions -- ch. 9 R&D Project Management -- 9.0.Introduction -- 9.1.Role Of R&D In Strategic Planning -- 9.2.Product Portfolio Analysis
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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 -- ch. 10 Problem Solving And Decision Making -- 10.0.Introduction -- 10.1.Understanding Concepts -- Necessity For Problem Solving And Decision Making
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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 -- 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
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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
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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 -- Problem-Solving And Decision-Making Attributes That Are Difficult To Teach -- Creative Roadblocks -- 10.10.Decision Making: Selecting Best Solution -- Understanding How Decisions Are Made -- Routine Decision Making -- Adaptive Decision Making -- Innovative Decision Making -- Pressured Decision Making
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Decision-Making Meetings -- Decision-Making Stages -- Decision-Making Steps -- Advantages Of Group Decision Making -- Disadvantages Of Group Decision Making -- Rational Versus Intuitive Thinking -- Divergent Versus Convergent Thinking -- Polarity Management -- Fear Of Decision Making: Mental Roadblocks -- Danger Of Hasty Decisions -- Decision-Making Styles -- Autocratic Decision Maker -- Fearful Decision Maker -- Circular Decision Maker -- Democratic Decision Maker -- Self-Serving Decision Maker -- 10.11.Decision Making: Tools And Methods -- SWOT Analysis -- Pareto Analysis -- Multiple-Criteria Decision Analysis -- Paired-Comparison Analysis -- Influence Diagrams -- Affinity Diagrams -- Game Theory -- Cost-Benefit Analysis -- Nominal Work Groups -- Delphi Techniques -- Other Decision-Making Tools -- 10.12.Evaluating Decision And Taking Corrective Action -- Time To Implement Solution -- Discussion Questions -- ch. 11 Need For Project Management
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11.0.Background To Project Management Maturity Models -- 11.1.Some Benefits Of Using A Maturity Model -- 11.2.Determining Amount Of Maturity Needed -- 11.3.Getting Started -- 11.4.Things Can Go Wrong -- 11.5.Choosing Right Maturity Model -- 11.6.Estimating Time To Reach Maturity -- 11.7.Strategic Planning For Project Management Maturity -- 11.8.Project Management Maturity Model -- 11.9.PM 2.0 Input Into PMMM -- Discussion Questions -- ch. 12 Using The PMO To Spearhead PM 2.0 -- 12.0.Introduction -- 12.1.Traditional Project Office -- 12.2.Traditional PMO -- 12.3.Implementation Risks -- 12.4.Specialized PMO -- 12.5.Strategic PMO -- 12.6.Networking PMOS -- 12.7.Trust Of Project Governance -- 12.8.Ways A PMO Can Fail -- Unclear Mission Statement -- Failing to Focus on Impact to Business -- Failing to Gain Implementation Support -- Discussion Questions
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| Subject
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Project management.
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| Dewey Classification
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658.4/04
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| LC Classification
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HD69.P75
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| Added Entry
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Ohio Library and Information Network.
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