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Textbook

Value-Driven Project Management

ISBN: 978-0-470-50080-4
288 pages
August 2009, ©2009
Value-Driven Project Management (0470500808) cover image

Description

In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure.

Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value.

Responding to the needs of today's project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including:

  • Internal value

  • Financial value

  • Future value

  • Customer-related value

The authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives.

Throughout the book, helpful illustrations clarify complex concepts and processes.

Assigning valuable resources to projects that don't provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.

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Table of Contents

Preface vii

Acknowledgments xi

International Institute for Learning, Inc. (IIL) xii

Chapter 1: HOW PROJECT MANAGEMENT HAS CHANGED 1

Why Traditional Project Management May Not Work 2

Today’s View of Project Management 8

Changing Views of Project Management 16

Recognizing the Need for Change 46

Chapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS 49

Changing Times 50

Not Meeting the Triple Constraint 52

Defining Project and Program Success 54

Redefining the Triple Constraint Success Criteria 56

Definition of Success 58

Chapter 3: THE IMPORTANCE OF VALUE 61

Success 62

Types of Value 64

Return on Investment (ROI) 66

Types of Business Values 68

Changing Values 70

Chapter 4: THE STAKEHOLDERS’ VIEW OF VALUE 103

Stakeholder Perception 104

Classification of Stakeholders 106

The Sydney, Australia, Opera House 108

Apple’s Lisa Computer 112

Denver International Airport 116

Balancing Stakeholders’ Needs 120

Traditional Conflicts over Values 122

Project Management Value Conflicts 124

Value Perceptions within a Project 126

Chapter 5: THE COMPONENTS OF SUCCESS 129

Four Cornerstones of Success 130

Categories of Success 132

Categories of Values 134

Deciding on the Quadrant 138

Internal Values 140

Financial Values 142

Future Values 144

Customer-Related Values 146

Reasons for Internal Value Failure 148

Reasons for Financial Value Failure 150

Reasons for Future Value Failure 152

Reasons for Customer-Related Value Failure 154

Antares Solutions 156

General Electric (Plastics Group) 158

Asea Brown Boveri (ABB) 160

Westfield Group 162

Computer Associates Technology Services 164

Convergent Computing 166

Motorola 168

Automotive Suppliers Sector 170

Banking Sector 172

Commodity Products (Manufacturing) Sector 174

Large Companies 176

Small Companies 178

Chapter 6: SUCCESS AND BEST PRACTICES 181

From Values to Best Practices 182

Two Components of Success 184

Redefining Value Metrics (CSFs and KPIs) 186

The Need for Changing Metrics 188

Project Management Office Involvement 190

Discovery of Best Practices 192

The Debriefing Pyramid 194

Disclosure of Best Practices 196

Levels of Success in Obtaining Values 198

Project Management Knowledge 200

Project Management Benchmarking 202

Sharing Values during Benchmarking 204

Intellectual Property Cost versus Value 206

Implementation Failures 208

Chapter 7: THE VALUE CONTINUUM 211

The Timing of Values 212

The Value Continuum 214

Barriers along the Continuum 216

Activities to Speed Up the Value Continuum 218

The Value Continuum and the Project

Management Maturity Model 220

Value Management Life-Cycle Phases 222

Value Identification Phase: Business Case 224

Business Drivers Phase: Business Drivers 226

Measurement Phase: Key Performance Indicators 228

Value Realization Phase: Value (Benefits) 230

Customer Satisfaction Management Phase:

Continuous Improvement 232

Chapter 8: ASSIGNING VALUE THROUGH OBJECTIVES 235

Types of Performance Reports 236

Benefits and Value at Completion 238

Determining Benefits (Value) at Completion 240

Establishing the Business Objectives 242

Estimating Approaches 246

Project Plans 248

Business Plans 250

Canceling Projects 252

Marrying Project and Program Management 254

Chapter 9: VALUE LEADERSHIP AND SENIOR MANAGEMENT 257

The Evolution of Leadership 258

Measurements and Triggers 260

What Executives Want to Hear 262

Critical Issues for the Selling Process 264

Threats that Executives Face 266

Project Management Success versus Maturity 268

Conclusions 270

Index 273

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Author Information

Harold D. Kerzner, Ph.D., is Senior Executive Director at the 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, total quality management, and strategic planning. 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.

Frank P. Saladis, is a Senior Consultant and Trainer for the International Institute for Learning, Inc. and editor of the allPM.com newsletter, a global project management publication. Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of the Year Award by the Project Management Institute. The award recognizes people who have made significant contributions to the Institute as leaders in project management. Mr. Saladis is the originator of International Project Management Day, held each year to celebrate and recognize project managers from around the world.

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®, business analysis, Microsoft® Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA- endorsed education provider, a PMI® charter global registered education provider, and a member of PMI's Silver Alliance Circle, and Corporate Council.

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Press Release

September 18, 2009
VALUE-DRIVEN PROJECT MANAGEMENT

Over the past five decades, there have been evolutionary changes in the way projects are managed.  Project management has now matured into a business process as well as an organized product and service delivery process. As such, project objectives are now aligned with business objectives in addition to technical objectives. The definition of a successful project has also changed from technical success criteria to business-related success criteria — specifically, on time, within planned cost, at the desired performance level, and with formal customer acceptance. For professionals that need the latest project management insights and best practices, John Wiley & Sons, Inc. has aligned with the International Institute for Learning, Inc. (IIL) to publish books to keep professionals up to speed on project management methods and technologies. The first three titles are set to publish this month, and they cover everything executives and managers need to know about project management.  Using the IIL’s successful Kerzner Approach® to project management, this series of books also acts as a supplement for IIL course offerings.
           

VALUE-DRIVEN PROJECT MANAGEMENT (September 2009; $24.95) is the first book in the new series and it is written by the best-selling project management authors Dr. Harold Kerzner and Frank Saladis. The book focuses on fundamentally changing the way project management is viewed and implemented within corporations, covering the traditional approach of planning, scheduling, and controlling, as well as how to view each project by its value to the corporate and business strategy as a whole.

The second book, WHAT EXECUTIVES NEED TO KNOW ABOUT PROJECT MANAGEMENT (September 2009; $24.95), focuses on teaching the basic principles of project management to top managers who need an understanding of the benefits and how it fits into the overall business strategy, but not necessarily the step-by-step processes. Today, project management skills are becoming more business-oriented skills. Many executives now believe that they are managing their business as though it is a series of projects, and project managers are expected to make decisions that are in the best interest of both the project and the business or company.

The third release,  WHAT FUNCTIONAL MANAGERS NEED TO KNOW ABOUT PROJECT MANAGEMENT (September 2009; $24.95), covers the basic principles of project management to mid-level managers who need an understanding of the benefits and how it fits into the overall business strategy, as well as knowledge of the step-by-step processes.  As with the previous two titles, this book contains the entire IIL course, both text and accompanying images, in easy and accessible language and format.

When project management is implemented correctly, it works, and it works well. But there is sometimes resistance to change introduced by project management. Some people put their own personal aspirations for power and authority ahead of what may be in the best interest of the company. The result can be a very slow maturity process. This set of new releases helps professionals break through the resistance and use project management efficiently and effectively.

 About Wiley

Founded in 1807, John Wiley & Sons, Inc. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Wiley and its acquired companies have published the works of more than 350 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace.

 Our core businesses publish scientific, technical, medical and scholarly journals, encyclopedias, books, and online products and services; professional/trade books, subscription products, training materials, and online applications and Web sites; and educational materials for undergraduate and graduate students and lifelong learners. Wiley's global headquarters are located in Hoboken, New Jersey, with operations in the U.S., Europe, Asia, Canada, and Australia. The Company's Web site can be accessed at http://www.wiley.com. The Company is listed on the New York Stock Exchange under the symbols JWa and JWb.

 About International Institute for Learning, Inc. (IIL)

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™, Business Analysis, Microsoft® Office Project and Project Server, and Lean Six Sigma. In addition to its many course offerings, productivity tools, and professional certification pathways, IIL leads the way in customized course development. Its Many Methods of Learning™ enable IIL companies in more than 18 major countries around the world to deliver innovative, effective, and consistent training solutions via a variety of learning platforms (traditional classroom, virtual classroom and on-demand training). IIL is an IIBA endorsed education provider, a PMI® charter global registered education provider, a member of PMI’s Silver Alliance Circle member, and PMI’s Corporate Council. For more information and free webinars visit http://www.iil.com or call 800-325-1533. Also visit IIL’s PM portal www.allPM.com.

 ABOUT THE AUTHORS:

HAROLD KERZNER, PHD is Senior Executive Director for Project, Program and Portfolio Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company that conducts training for leading corporations throughout the world. 

FRANK P. SALADIS, PMP, is a senior consultant and trainer for the International Institute for Learning Inc. (IIL)  Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of the Year Award by the Project Management Institute. The award recognizes a person who has made a significant contribution to the Institute as a leader in project management.  Mr. Saladis is the originator of International Project Management Day, held during November each year.  IPM Day 2009 will be celebrated on November 5th.  For more information, go to http://www.iil.com/ipmday2009.

  

WHAT FUNCTIONAL MANAGERS NEED TO KNOW
ABOUT PROJECT MANAGEMENT

Published by John Wiley & Sons, Inc.

Publication date: September 28, 2009

$24.95; Hardcover; 256 pages; ISBN: 978-0-470-52547-0

 

WHAT EXECUTIVES NEED TO KNOW ABOUT PROJECT MANAGEMENT

Published by John Wiley & Sons, Inc.

Publication date: September 7, 2009

$24.95; Hardcover; 304 pages; ISBN: 978-0-470-50081-1

 

VALUE-DRIVEN PROJECT MANAGEMENT

Published by John Wiley & Sons, Inc.

Publication date: September 7, 2009

$24.95; Hardcover; 288 pages; ISBN: 978-0-470-50080-4

 

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