Advanced multi-project management : achieving outstanding speed and results with predictability /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Kendall, Gerald I.
Otros Autores: Austin, Kathleen M.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Ft. Lauderdale, FL : J. Ross Pub., 2012.
Temas:
Project management.
Management.
Gestion de projet.
Gestion.
management.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Management
Project management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Table of Contents
  • Acknowledgments
  • Foreword
  • Preface
  • Biography
  • PART I WHY MULTI-PROJECT ENVIRONMENTS ARE SO MESSED UP
  • 1. Introduction-The Multi-Project Problem
  • 2. Resource Conflicts
  • 3. Poorly Defined Project Networks
  • 4. The Biggest Leverage Point for Improving
  • PART II OVERVIEW OF THE PERMANENT MULTI-PROJECT SOLUTION
  • 5. Project Networks
  • 6. Strategic Buffering-Insulating Projects from Variability
  • 7. Controlled Project WIP-Aligning and Activating Multiple Projects
  • 8. Fast Execution, Single Priority System, Recovery
  • 9. Enterprise Resource Planning
  • 10. Multi-Project Software Requirements
  • 11. What Is It All Worth?
  • PART III PROJECT PLANNING, NETWORKS, AND RISK AVOIDANCE
  • 12. Level of Detail-Not the Lowest Level
  • 13. Step 1: The Project's Measurable Goals, Tangible Scope, and Sponsor Criteria
  • 14. Step 2: The Backbone
  • 15. Step 3: The Skeleton
  • 16. Step 4: Additional Dependencies- First Risk Avoidance
  • 17. Step 5: Checking against Project Goals and Scope- Second Risk Avoidance
  • 18. Step 6: Resourcing
  • 19. Step 7: Expert Scrutiny- Third Risk Avoidance
  • 20. Step 8: Time Estimates- Fourth Risk Avoidance
  • 21. Step 9: Duration Reduction without Compromise
  • 22. Step 10: Final Project Risk Assessment-Fifth Risk Avoidance
  • PART IV INSULATING PROJECTS FROM VARIABILITY
  • 23. Three Points of Network Insulation
  • 24. Operations versus Project Responsibility-Resource Insulation
  • 25. Project-to-Project Insulation
  • 26. Common Cause versus Special Cause Insulation
  • PART V ALIGNING AND ACTIVATING MULTIPLE PROJECTS
  • 27. Setting Project Priorities
  • 28. Two Different Ways to Align Multiple Projects
  • 29. "What If" Analyses on Timelines and Resources
  • 30. Finalizing the Project Schedule and Activation
  • PART VI MULTI-PROJECT EXECUTION
  • 31. Project Manager Execution Role
  • 32. Resource Manager Execution Role
  • 33. Senior Management Execution Role-Daily Fast-Track Meetings
  • 34. Senior Management Execution Role-Full-Kitting Projects
  • 35. Senior Management in Stage Gate- How to Avoid the Huge Damage
  • 36. Senior Management Execution Role-Portfolio Review Process
  • PART VII ENTERPRISE PROJECT RESOURCE PLANNING
  • 37. Distinguishing between Temporary Bottlenecks and Need to Hire/Contract
  • 38. Supervisor and Management Loads
  • 39. Increasing Load on Operations from Project Completion
  • 40. Short-, Medium-, and Long-Term Challenges
  • PART VIII MULTI-PROJECT SOFTWARE REQUIREMENTS
  • 41. Software Planning Requirements- Buffers, Global Resources, and Alignment
  • 42. Software Execution Requirements- Buffer Penetration, Project, and Resource Trends
  • 43. Role-Based Software Views
  • PART IX EXECUTIVE BUY-IN AND CONCLUSIONS
  • 44. Executive Buy-In and Simulations
  • 45. Conclusions
  • Appendix A Strategy and Tactics Approach for Multi-Project Management
  • Appendix B Success Stories and Video References

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