Project management 2.0 : leveraging tools, distributed collaboration, and metrics for project success /

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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Kerzner, Harold
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, New Jersey : Wiley, [2015]
Temas:
Project management.
Gestion de projet.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Project management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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
  • 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.
  • 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.
  • 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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