Cargando…

Managing Projects for Value /

With a clear focus on how business objectives determine project value, this book explains how to use an "investment-based" perspective to integrate finance, risk management and strategic planning. You'll develop workflows that overcome constraints of time, cost and scheduling as you b...

Descripción completa

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Goodpasture, John (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Berrett-Koehler Publishers, 2001.
Edición:1st edition.
Temas:
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Intro; Title Page; Copyright; About the Author; Dedication; Table of Contents; Preface; Acknowledgments; CHAPTER 1 Understanding Project Value; Concepts in Managing Projects for Value; Concept 1: Projects Derive Their Value from Goal Achievement; Concept 2: Projects Are Investments Made by Management; Concept 3: Project Investors/Sponsors Tolerate Risk; Concept 4: The Investment Equation Becomes the Project Equation; Concept 5: Value Is a Balance of Quality, Resources, and Risk; Dimensions and Measures of Value; Quality Dimensions of Value; Consumers Value the Outcomes of Processes.
  • Monetary Measures of ValueNet Present Value; Economic Value Add; Expected Monetary Value; Expected Value; CHAPTER 2 The Sources of Value for Projects; Strategy Is the Journey to Goals; The Need for Change Drives Goal Setting; Change As a Consequence of Opportunity; Six Steps in Strategic Planning from Opportunity to Projects; A Model for Goal Deployment and Strategic Planning; Step 1: Opportunity Identification; Step 2: Goal Development; Step 3: Strategy Development; Step 4: Concept of Operations; Step 5: Operating Programs; Step 6: Project Identification.
  • CHAPTER 3 Balancing investment, Returns, and RiskSelecting Projects for Investment; Financial Scorecard; Goals Scorecard; Measurable Criteria for Value Decisions; Decision Policy for Selecting Projects; Decision Tools for Selecting Projects; Understanding the Project Balance Sheet: Implementing the Project Equation; The Project Balance Sheet Concept; The Left Side of the Project Balance Sheet; The Right Side of the Project Balance Sheet; Resolving Balance Sheet Issues; The Project Equation and the Project Managerâ#x80;#x99;s Mission; CHAPTER 4 Estimating the Future; Scoping the Future.
  • The Project Charter and Business CaseRequirements Translation; Planning the Delivery of Value; Choosing between Implementation Alternatives; Decision Tables for Implementation Alternatives; Triple Constraint Estimates on the Balance Sheet; Gap Analysis; Evaluating Risks on the Project Balance Sheet; Risk Evaluation; Statistical Distribution for the Project Balance Sheet; CHAPTER 5 Delivering Value; Earned Value; Accomplishing Project Tasks to Earn Value; Cost-Centric Earned Value Systems; Defining the Work to Be Accomplished; Defining Earned Value Measurements.
  • Applying Earned Value MeasurementsA More Complex Earned Value Example; Practical Problems; Time-Centric Earned Value Systems; Defining the Work; Measurements of Value; Applying the Measurements; CHAPTER 6 Schedule Risk and Value Attainment; Managing Schedule Risk; Schedule Fundamentals; Schedule Primitives; Schedule Architecture; Attaining Value and Managing Benefits; The Benefits Manager; Sources of Benefits; Benefits Metrics; Example of Benefits Management; Key Performance Indicators; Example of KPI Management; Bibliography; Index.