Project management best practices : achieving global excellence

Project management best practices achieving global excellence

Best practices from 50+ world-class organizations to improve project management, add business value, and increase benefit realization. Featuring senior executives and project managers from more than 50 world-class companies and offering their best practices for successful project management implemen...

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Detalles Bibliográficos
Otros Autores: Kerzner, Harold, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated 2024.
Edición:5th edtion
Materias:
Project management > Methodology.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009811326106719
Tabla de Contenidos:
  • 1. Understanding Best Practices
  • 1.0 Introduction
  • 1.1 Wärtsilä
  • Benefits Management in Operational Development Projects in Wärtsilä
  • 1.2 Project Management Best Practices: 1945-1960
  • 1.3 Project Management Best Practices: 1960-1985
  • 1.4 Project Management Best Practices: 1985-2016
  • 1.5 Project Management Best Practices: 2016-Present
  • 1.6 Benefits Management Practice at Dubai Customs
  • Benefits Realization Management Framework
  • Benefits Management Maturity Level
  • Portfolio Benefits Management (Benefits Quadrant)
  • Key Lessons Learned
  • 1.7 An Executive's View of Project Management
  • 1.8 The Growth of Nontraditional Projects
  • 1.9 The Growth of the VUCA Environment
  • 1.10 The Impact of the COVID-19 Pandemic on Project Management
  • Leadership
  • Trust
  • Communications
  • Decision-Making
  • Project Control Center
  • Change Management
  • Conclusions
  • 1.11 General Motors and Ventilators
  • 1.12 Best Practices Process
  • 1.13 Step 1: Definition of a Best Practice
  • 1.14 Step 2: Seeking Out Best Practices
  • 1.15 Dashboards and Scorecards
  • 1.16 Key Performance Indicators
  • 1.17 Manufacturing Best Practices in Action
  • A Case Study
  • 1.18 Step 3: Validating the Best Practice
  • 1.19 Step 4: Levels of Best Practices
  • 1.20 Step 5: Management of Best Practices
  • 1.21 Step 6: Revalidating Best Practices
  • 1.22 Step 7: What to Do with a Best Practice
  • 1.23 Step 8: Communicating Best Practices Across the Company
  • 1.24 Step 9: Ensuring Usage of the Best Practices
  • 1.25 Common Beliefs
  • 1.26 The Dark Side of Project Management Best Practices
  • 1.27 Best Practices Library
  • 1.28 Determining the Value of a Best Practice
  • 1.29 Aramco Bolsters Innovation Through Cutting-Edge Ideas.
  • 2 From Best Practice to Migraine Headache
  • 2.0 Introduction
  • 2.1 Good Intentions Becoming Migraines
  • 2.2 Enterprise Project Management Methodology Migraine
  • 2.3 Trade-Off Migraine
  • 2.4 Customer Satisfaction Migraine
  • 2.5 Migraine Resulting from Responding to Changing Customer Requirements
  • 2.6 Reporting Level of the PMO Migraine
  • 2.7 Cash Flow Dilemma Migraine
  • 2.8 Scope Change Dilemma Migraine
  • 2.9 Outsource or not Migraine
  • 2.10 Determining When to Cancel a Project Migraine
  • 2.11 Providing Project Awards Migraine
  • 2.12 Migraine from Having the Wrong Culture in Place
  • 2.13 Migraines Due to Politics
  • Political Risks
  • Reasons for Playing Politics
  • Situations Where Political Games Will Occur
  • The Governance Committee
  • Friends and Foes
  • Attack or Retreat
  • The Need for Effective Communication
  • Power and Influence
  • Managing Project Politics
  • 2.14 Migraines Caused by the Seven Deadly Sins
  • The Seven Deadly Sins
  • 2.15 Sources of Smaller Headaches
  • 2.16 Ten Uglies of Projects
  • Introduction
  • The 10 Uglies
  • Possible Remedies
  • Proactive Management
  • "Do It While You Do It"
  • Empower the Team
  • Results of the Remedies
  • Conclusion
  • 3 Journey to Excellence
  • 3.0 Introduction
  • 3.1 Strategic Planning for Project Management
  • Why Strategic Plans Fail
  • Project Management: An Executive Perspective
  • Strategic Planning: A Project Management Perspective
  • The Benefits of Project Management
  • Dispelling the Myths
  • Ways That Project Management Helps Strategic Planning
  • Strategic Project Management Leadership
  • Strategic Project Management Leadership Traits
  • The Project Manager as a Manager of Change
  • 3.2 Roadblocks to Excellence
  • 3.3 Pain Points
  • Background
  • Understanding Pain Points
  • Pain Point: Customer Communications as Seen by the Contractor.
  • Pain Point: Customer Communications as Seen by DoD
  • Pain Point: Project Management Becomes a Career Path Position
  • Pain Point: Project Sponsorship
  • Pain Point: Standardization of Processes
  • Pain Point: Finding Other Applications for Project Management
  • 21st-century Pain Points Appear
  • Pain Point: The EVMS Becomes a Dinosaur
  • Pain Point: Executive Support for the New Metrics Management Programs
  • Pain Point: The Growth of New Flexible Methodologies
  • 3.4 Hitachi Ltd.
  • Initiatives to Strengthen Project Management Capacity at Hitachi
  • References
  • 3.5 Farm Credit Mid-America Best Practices
  • Farm Credit Mid-America Introduction
  • Farm Credit Mid-America's Starting Point
  • Adopting Project Management Best Practices
  • References
  • 3.6 NCS Integrated Delivery Methods (IDM) &amp
  • Project Management Method (PMM)
  • NCS Integrated Delivery Methods (IDM)
  • NCS Project Management Method (PMM)
  • Change Control Process
  • 3.7 Managing Change Within Research and Development at Business Area Networks, Ericsson
  • About Ericsson
  • 3.8 Intel Corporation and "Map Days"
  • 3.9 Apple Computer and Cell Phones
  • 3.10 The Light at the End of the Tunnel
  • 3.11 Managing Assumptions
  • 3.12 Project Governance
  • 3.13 Seven Fallacies That Delay Project Management Maturity
  • 3.14 Motorola
  • 3.15 Texas Instruments
  • 3.16 Naviair: On Time-On Budget
  • How to Make Big and Complex Programs a Success
  • Organize and Report
  • Communicate Everywhere
  • Summary
  • 3.17 Avalon Power and Light
  • 3.18 Roadway Express
  • 3.19 Kombs Engineering
  • 3.20 Williams Machine Tool Company
  • 4 Project Management Methodologies
  • 4.0 Introduction
  • 4.1 Excellence Defined
  • 4.2 Recognizing the Need for Methodology Development
  • Organizing
  • Planning
  • Managing
  • 4.3 Enterprise Project Management Methodologies
  • Light Methodologies
  • Heavy Methodologies.
  • 4.4 Benefits of a Standard Methodology
  • 4.5 Critical Components
  • 4.6 Valmet Customer Project Management
  • Introduction to Valmet and Valmet's Project Management
  • Valmet PEM
  • Conclusion
  • 4.7 Project Quality Gates-Structured Approach to Ensure Project Success
  • SAP Activate Methodology
  • 4.8 Técnicas Reunidas
  • Open Book Estimate as a Successful Contract Alternative to Execute Projects in the Oil and Gas Sector
  • Cost Estimate Methodology
  • 4.9 Sony Corporation and Earned Value Management
  • Further Reading
  • 4.10 Project Management Tools and Socialized Project Management
  • 4.11 Artificial Intelligence and Project Management
  • 4.12 Life-Cycle Phases
  • 4.13 Expanding Life-Cycle Phases
  • 4.14 Churchill Downs Incorporated
  • 4.15 Indra: The Need for a Methodology
  • 4.16 Implementing the Methodology
  • 4.17 Implementation Blunders
  • 4.18 Overcoming Development and Implementation Barriers
  • 4.19 Wärtsilä: Recognizing the Need for Supporting Tools
  • Excellent Project Management-A Prerequisite to Customer Satisfaction
  • 4.20 General Motors Powertrain Group
  • 4.21 Indra: Closing the Project
  • 4.22 When Traditional Methodologies May Not Work
  • Insights about Recovering Troubled Projects and Programs
  • 5 Integrated Processes
  • 5.0 Introduction
  • 5.1 Understanding Integrated Management Processes
  • 5.2 Evolution of Complementary Project Management Processes
  • 5.3 Total Quality Management
  • Total Quality Management
  • Risk/Opportunity Management Using Six Sigma Tools and Probabilistic Models
  • 5.4 Concurrent Engineering
  • 5.5 Risk Management
  • 5.6 Wärtsilä: The Need for Proactive Risk Management
  • Proactive Project Risk Management in Wärtsilä Power Plant Projects
  • 5.7 Indra: When a Risk Becomes Reality (Issue Management)
  • 5.8 The Failure of Risk Management
  • 5.9 Defining Maturity Using Risk Management.
  • 5.10 Boeing Aircraft Company
  • 5.11 Change Management
  • 5.12 Other Management Processes
  • 6 Culture
  • 6.0 Introduction
  • 6.1 Creation of a Corporate Culture
  • 6.2 Corporate Values
  • 6.3 Types of Cultures
  • 6.4 Corporate Cultures at Work
  • Boeing
  • Midwest Corporation (Disguised Company)
  • 6.5 GEA and Heineken Collaboration: A Learning Experience
  • 6.6 Indra: Building a Cohesive Culture
  • 6.7 Barriers to Implementing Project Management in Emerging Markets
  • Culture
  • Status and Politics
  • Implementation of Project Management
  • Other Barriers
  • Recommendations
  • 7 Management Support
  • 7.0 Introduction
  • 7.1 Visible Support from Senior Managers
  • 7.2 Project Sponsorship
  • Sponsorship by Committee
  • Phases of Project Sponsorship
  • Customer Relations
  • Decision-making
  • Strategic Planning
  • 7.3 Excellence in Project Sponsorship
  • 7.4 When Sponsorship Fails
  • Defining Success
  • The Project Sponsor/Project Manager Working Relationship
  • Customer Communications
  • Information is Power
  • Sponsorship Growth
  • Educating Sponsors
  • Sponsor's Role in Project Staffing
  • Sponsorship Staffing with a Hidden Agenda
  • Making Unrealistic Promises to the Customers
  • Not Wanting to Hear Any Bad News
  • Lessons Learned
  • The Need for Sponsorship Standards
  • References
  • 7.5 The Need for a Project Cancellation Criteria
  • 7.6 Project Governance
  • 7.7 Tokio Marine: Excellence in Project Governance
  • Executive Management Must Establish IT Governance: Tokio Marine Group
  • 7.8 Empowerment of Project Managers
  • 7.9 Management Support at Work
  • Midline Bank
  • Contractco
  • Health Care Associates
  • Indra
  • 7.10 Getting Line Management Support
  • 7.11 Initiation Champions and Exit Champions
  • 8 Training and Education
  • 8.0 Introduction
  • 8.1 Training for Modern Project Management
  • 8.2 Need for Business Education.
  • 8.3 SAP: Importance of a Project Management Career Path.

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