This Second Edition of Harold Kerzner's Project Management: Best Practices: Achieving Global Excellence provides insight from senior executives from over fifty world-class companies on successful project management implementation. The Second Edition presents more extensive and in-depth information on real-world experiences and best practices in project risk management, project management multinational cultures and cultural failures, integrated project teams, and more. Sponsored by the International Institute for Learning, this revised text will serve as a resource for corporate training on project management, academic courses, and practitioners seeking to upgrade their skills in project management.
Table of Contents
Preface. International Institute for Learning, Inc. (IIL). 1 UNDERSTANDING BEST PRACTICES. 1.0 Introduction. 1.1 Project Management Best Practices: 1945-1960. 1.2 Project Management Best Practices: 1960-1985. 1.3 Project Management Best Practices: 1985-2010. 1.4 An Executive's View of Project Management. 1.5 Best Practices Process. 1.6 Step 1: Definition of a Best Practice. 1.7 Step 2: Seeking Out Best Practices. 1.8 Dashboards and Scorecards. 1.9 Key Performance Indicators. 1.10 Step 3: Validating the Best Practice. 1.11 Step 4: Levels of Best Practices. 1.12 Step 5: Management of Best Practices. 1.13 Step 6: Revalidating Best Practices. 1.14 Step 7: What to Do with a Best Practice. 1.15 Step 8: Communicating Best Practices across the Company. 1.16 Step 9: Ensuring Usage of the Best Practices. 1.17 Common Beliefs. 1.18 Best Practices Library. 1.19 DTE Energy. 1.20 A Consultant's View of Project Management and Best Practices. 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 Customer Satisfaction Migraine. 2.4 Migraine Resulting from Responding to Changing Customer Requirements. 2.5 Reporting Level of PMO Migraine. 2.6 Cash Flow Dilemma Migraine. 2.7 Scope Change Dilemma Migraine. 2.8 Outsource or Not Migraine. 2.9 Migraine of Determining When to Cancel a Project. 2.10 Migraine of Providing Project Awards. 2.11 Migraine from Having Wrong Culture in Place. 2.12 Sources of Smaller Migraines. 2.13 Ten Uglies of Projects. References. 3 JOURNEY TO EXCELLENCE. 3.0 Introduction. 3.1 The Light at the End of the Tunnel. 3.2 Managing Assumptions. 3.3 Managing Assumptions in Conservation Projects-WWF International. 3.4 Project Governance. 3.5 Seven Fallacies That Delay Project Management Maturity. 3.6 Motorola. 3.7 Texas Instruments. 3.8 EDS. 3.9 Exel Corporation. 3.10 Hewlett-Packard. 3.11 DTE Energy. 3.12 Comau. 3.13 Visteon. 3.14 Convergent Computing. 3.15 Avalon Power and Light. 3.16 Roadway. 3.17 Defcon Corporation. 3.18 Kombs Engineering. 3.19 Williams Machine Tool Company. 4 PROJECT MANAGEMENT METHODOLOGIES. 4.0 Introduction. 4.1 Excellence Defined. 4.2 Recognizing the Need for Methodology Development. 4.3 Enterprise Project Management Methodologies. 4.4 Benefits of a Standard Methodology. 4.5 Critical Components. 4.6 From Myth to Reality. 4.7 Project Management Functions. 4.8 Replacing Methodologies with Frameworks. 4.9 Life-Cycle Phases. 4.10 AT&T. 4.11 Churchill Downs, Incorporated. 4.12 Indra. 4.13 Implementing Methodology. 4.14 Implementation Blunders. 4.15 Overcoming Development and Implementation Barriers. 4.16 Project Management Tools. 4.17 Satyam: Project Process Monitoring. 4.18 Satyam: Customer Delight Index for Projects. 4.19 General Motors Powertrain Group. 4.20 Ericsson Telecom AB. 4.21 Rockwell Automation: Quest for a Common Process. 4.22 Sherwin-Williams. 4.23 Perot Systems: Maturing Your Methodology. 4.24 Antares Management Solutions. 4.25 Holcim. 4.26 Westfield Group. 4.27 Exel. 4.28 Convergent Computing. 4.29 EDS. 4.30 DTE Energy. 5 INTEGRATED PROCESSES. 5.0 Introduction. 5.1 Understanding Integrated Management Processes. 5.2 Evolution of Complementary Project Management Processes. 5.3 Zurich America Insurance Company. 5.4 Convergent Computing. 5.5 Total Quality Management. 5.6 Concurrent Engineering. 5.7 Risk Management. 5.8 Effective Risk Management at Jefferson County, Colorado. 5.9 Failure of Risk Management. 5.10 Defining Maturity Using Risk Management. 5.11 Boeing Aircraft Company. 5.12 Change Management. 5.13 Other Management Processes. 5.14 EDS. 5.15 Earned-Value Measurement. 5.16 DTE Energy. 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. 6.5 SENTEL Corporation. 6.6 Vitalize Consulting Solutions, Inc. 6.7 DFCU Financial. 6.8 ILLUMINAT (Trinidad & Tobago) Limited. 6.9 McElroy Translation. 6.10 DTE Energy. 6.11 EDS. 6.12 Convergent Computing. 6.13 Barriers to Implementing Project Management in Emerging Markets. 7 MANAGEMENT SUPPORT. 7.0 Introduction. 7.1 Visible Support from Senior Managers. 7.2 Project Sponsorship. 7.3 Excellence in Project Sponsorship. 7.4 Empowerment of Project Managers. 7.5 Management Support at Work. 7.6 Getting Line Management Support. 7.7 DTE Energy. 7.8 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 International Institute for Learning. 8.4 Identifying the Need for Training. 8.5 Selecting Students. 8.6 Fundamentals of Project Management Education. 8.7 Designing Courses and Conducting Training. 8.8 Measuring Return on Investment. 8.9 Project Management Is Now a Profession. 8.10 Competency Models. 8.11 Harris Corporation. 8.12 Alcatel-Lucent: Recognizing the Value of a PMP. 8.13 Integrated Project Management at Satyam. 8.14 Hewlett-Packard. 8.15 Exel. 9 INFORMAL PROJECT MANAGEMENT. 9.0 Introduction. 9.1 Informal versus Formal Project Management. 9.2 Trust. 9.3 Communication. 9.4 Cooperation. 9.5 Teamwork. 9.6 Color-Coded Status Reporting. 9.7 Informal Project Management at Work. 10 BEHAVIORAL EXCELLENCE. 10.0 Introduction. 10.1 Situational Leadership. 10.2 Conflict Resolution. 10.3 Staffi ng for Excellence. 10.4 Virtual Project Teams. 10.5 Rewarding Project Teams. 10.6 Keys to Behavioral Excellence. 10.7 Convergent Computing. 10.8 EDS. 10.9 Proactive versus Reactive Management. 11 MEASURING RETURN ON INVESTMENT ON PROJECT MANAGEMENT TRAINING DOLLARS. 11.0 Introduction. 11.1 Project Management Benefits. 11.2 Growth of ROI Modeling. 11.3 The ROI Model. 11.4 Planning Life-Cycle Phase. 11.5 Data Collection Life-Cycle Phase. 11.6 Data Analysis Life-Cycle Phase. 11.7 Reporting Life-Cycle Phase. 11.8 Conclusions. 12 THE PROJECT OFFICE. 12.0 Introduction. 12.1 Sypris Electronics. 12.2 Vitalize Consulting Solutions (VCS), Inc. 12.3 Churchill Downs Incorporated (CDI): Establishing a PMO. 12.4 Churchill Downs Incorporated (CDI): Managing Scope Changes. 12.5 Types of Project Offices. 12.6 Starting up a PMO and Considerations. 12.7 Computer Sciences Corporation (CSC). 12.8 Understanding the Nature of a PMO. 12.9 DTE Energy. 12.10 Exel. 12.11 Hewlett-Packard. 12.12 EDS. 12.13 Star Alliance. 12.14 Importance of a PMO in Local Government. 12.15 Project Audits and the PMO. 12.16 Project Health Checks. 12.17 Critical Ratio as an Indicator of the Health of a Project. 12.18 PMO of the Year Award. 13 SIX SIGMA AND THE PROJECT MANAGEMENT OFFICE. 13.0 Introduction. 13.1 Project Management-Six Sigma Relationship. 13.2 Involving The PMO. 13.3 Traditional versus Nontraditional Six Sigma. 13.4 Understanding Six Sigma. 13.5 Six Sigma Myths. 13.6 Use of Assessments. 13.7 Project Selection. 13.8 Typical PMO Six Sigma Projects. 14 PROJECT PORTFOLIO MANAGEMENT. 14.0 Introduction. 14.1 Why Use Portfolio Management? 14.2 Involvement of Senior Management, Stakeholders, and the PMO. 14.3 Project Selection Obstacles. 14.4 Identification of Projects. 14.5 Preliminary Evaluation. 14.6 Strategic Selection of Projects. 14.7 Strategic Timing. 14.8 Analyzing the Portfolio. 14.9 Problems with Meeting Expectations. 14.10 Portfolio Management at Rockwell Automation. 14.11 Synovus Financial Project Portfolio Impact Assessment. 15 GLOBAL PROJECT MANAGEMENT EXCELLENCE. 15.0 Introduction. 15.1 IBM. 15.2 Computer Associates (CA) Services: Successful Project Delivery and Management. 15.3 Microsoft Corporation. 15.4 Deloitte: Enterprise Program Management. 15.5 Lessons Learned from Johnson Controls Automotive Experience's Global Projects. 15.6 Siemens PLM Software: Developing a Global Project Methodology. 16 VALUE-DRIVEN PROJECT MANAGEMENT. 16.0 Understanding Value. 16.1 Value over the Years. 16.2 Values and Leadership. 17 EFFECT OF MERGERS AND ACQUISITIONS ON PROJECT MANAGEMENT. 17.0 Introduction. 17.1 Planning for Growth. 17.2 Project Management Value-Added Chain. 17.3 Preacquisition Decision-Making. 17.4 Landlords and Tenants. 17.5 Best Practices: Case Study on Johnson Controls, Inc. 17.6 Integration Results. 17.7 Value Chain Strategies. 17.8 Failure and Restructuring. Appendix: Microsoft(R) Operations Framework. Index.
Harold Kerzner, PH.D ., is Senior Executive Director at International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition . INternational Institute For Learning, INC. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2(R), business analysis, Microsoft(R) Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI(R) charter global registered education provider, and a member of PMI's Silver Alliance Circle and Corporate Council.