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Projects that flow : more projects in less time /
Projects can go over budget, exceed deadlines, or deliver restricted features and quality. This can result in economic damage for companies and their clients. The difficulties arise at source. Established metrics and management methods slow projects down by creating conflicts in operations and decis...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Stuttgart :
Ibidem-Verlag,
[2015]
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| Colección: | QuiStainable business solutions ;
Volume 2. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Table of Contents; Acknowledgements; 1 Introduction; 2 Management summary: More projects in less time; 2.1 Initial situation; 2.2 New approach for multi-project organizations; 2.3 Challenges in the change process; Part 1Current Reality in Multi-project Organizations; 3 Unreliability and long delivery times; 3.1 Damages through unreliability in project management; 3.2 The implications of long project lead times; 3.3 Losses on internal projects; 3.4 Are costs/specifications more "valuable" than time?; 3.5 Benefits and uses of improvement
- 4 Variability, Murphy's Law, and harmful management mechanisms5 WIP and resource allocation; 5.1 The matrix (resources/projects); 5.2 Scarce resources/efficient use; 5.3 Fighting for resources; 5.4 The resource manager's pressure to decide; 5.5 Bad multitasking; 5.6 Thinly spread resources; 5.7 Desynchronization; 5.8 Lack of focus and multitasking in management and support functions; 5.9 High WIP creates long project durations and high costs; 5.10 Immediate project launches; 5.11 WIP vicious circle; 5.12 Poor preparation and mistakes; 5.13 Ailing projects have priority
- 6 Project planning and management6.1 Deadlines and milestones; 6.2 Safety buffers in the project plan; 6.3 Parkinson's Law; 6.4 Resource allocation according to plan; 6.5 Student syndrome; 6.6 Vicious circle of safety buffers; 6.7 Delays at points of integration; 6.8 Early deliveries? Late deliveries!; 7 Operation and decision conflicts; 8 Worksheets and templates; 8.1 The organization's current situation; 8.1.1 Project types; 8.1.2 Your organization; 8.1.3 Your project environment; 8.1.4 Typical project size and duration; 8.2 Project reliability; 8.3 Implications: Damage to your business
- 8.3.1 Damages from unreliability8.3.2 Damages from very long project lead times; 8.4 Potential benefits; 8.4.1 Benefits from "absolute" reliability; 8.4.2 Benefits from significantly shorter project lead times; 8.5 Need for action and obstacles; 8.6 Management mechanisms; 8.6.1 Single-/multitasking; 8.6.2 Resource distribution; 8.6.3 Resource planning; 8.6.4 Determining project budgets; 8.6.5 Resource utilization; 8.6.6 Additional resource demand; 8.6.7 Synchronization; 8.6.8 Management and support; Specialists; 8.6.9 Launching projects or project phases; Preparation
- 8.6.10 Reliability during project implementation8.6.11 Acceleration; 8.6.12 Safety buffers in the project plan; 8.6.13 Priorities; 8.7 Operation and decision conflicts; 8.7.1 Overview of dilemmas; Project managers: Withdraw resources from other projects?; 8.7.2 Implications of operation and decision conflicts; 8.8 Cause and effect; 8.8.1 High WIP leads to long project durations and high costs; 8.8.2 WIP vicious circle; 8.8.3 Poor preparation and mistakes; 8.8.4 Ailing projects have priority; 8.8.5 Safety buffers in the project plan; 8.8.6 Parkinson's Law