Project Management - Best Practices: Achieving Global Excellence, 2nd Edition
February 2010, ©2010
The bestselling first edition of Project Management Best Practices: Achieving Global Excellence set the course for project managers navigating the increasingly challenging task of working within global corporations and with distant and diverse work teams. This new edition carries that tradition to the next step, presenting a new set of firsthand accounts of how corporations around the world incorporate project management into their strategic business operations.
In this Second Edition, senior managers of more than fifty global companies—both large (Fortune 500) and small, and in all sectors of the market—share their best practices in project management. These industry leaders offer insight into best practices for:
Project risk management
Project management for multinational cultures and cultural failures
Focusing on value as well as cost and schedule
Integrated and virtual project teams
With new and updated information on the latest developments in the field, Project Management Best Practices: Achieving Global Excellence, Second Edition offers a must-have window onto the issues—and their real-world solutions—facing corporate managers, project and team managers, engineers, project team members, and business consultants in today's global market.
International Institute for Learning, Inc. (IIL).
1 UNDERSTANDING BEST PRACTICES.
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.
2.1 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.
3 JOURNEY TO EXCELLENCE.
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.
3.7 Texas Instruments.
3.9 Exel Corporation.
3.11 DTE Energy.
3.14 Convergent Computing.
3.15 Avalon Power and Light.
3.17 Defcon Corporation.
3.18 Kombs Engineering.
3.19 Williams Machine Tool Company.
4 PROJECT MANAGEMENT METHODOLOGIES.
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.
4.11 Churchill Downs, Incorporated.
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.
4.23 Perot Systems: Maturing Your Methodology.
4.24 Antares Management Solutions.
4.26 Westfield Group.
4.28 Convergent Computing.
4.30 DTE Energy.
5 INTEGRATED PROCESSES.
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.
5.15 Earned-Value Measurement.
5.16 DTE Energy.
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.
6.12 Convergent Computing.
6.13 Barriers to Implementing Project Management in Emerging Markets.
7 MANAGEMENT SUPPORT.
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.
8.1 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.
9 INFORMAL PROJECT MANAGEMENT.
9.1 Informal versus Formal Project Management.
9.6 Color-Coded Status Reporting.
9.7 Informal Project Management at Work.
10 BEHAVIORAL EXCELLENCE.
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.
10.9 Proactive versus Reactive Management.
11 MEASURING RETURN ON INVESTMENT ON PROJECT MANAGEMENT TRAINING DOLLARS.
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.
12 THE PROJECT OFFICE.
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.
12.13 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.
13.1 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.
14.1 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.
15.2 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.
17.1 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® Operations Framework.
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.
Project management as a discipline grew out of the need during WWII for a system to manage the schedule, cost and specifications of large projects. In recent decades the use of project management techniques in general business methods (planning, scheduling, and controlling) have risen sharply. Project management is now understood as a critical part of any successful, competitive business. PROJECT MANAGEMENT: Best Practices: Achieving Global Excellence, 2nd Edition (John Wiley & Sons; March 2010; $85.00) has been completely updated and now offers a focused presentation of the critical aspects of project management. Written by one of the best-known and respected authorities on the subject, Harold Kerzner, this revised edition contains contributions from global companies and supplies information on the implementation of project management in these firms.
Today, project management is regarded as both a project management process and a business process. As such, project managers are expected to make business decisions as well as project decisions. The necessity for achieving project management excellence is now readily apparent to all businesses, and PROJECT MANAGEMENT: Best Practices, 2E presents both updated information from companies covered in the earlier edition and new information from companies who have been unheard from in the past. Coverage includes:
- Best practices in project risk management
- Project management multinational cultures and cultural failures
- Integrated project teams and virtual project teams
In addition to covering the key components of the subject and how it’s deployed in many different organizations, PROJECT MANAGEMENT: Best Practices, 2E is perfect for use in training courses, seminars, and in-house training in the companies who provide the information.
E. LaVerne Johnson, Founder, President, and CEO of International Institute for Learning, Inc. (IIL), said "We are proud to be using the new edition of this outstanding and highly acclaimed book in one of our most popular project management courses. As far as we can tell, there is no other book in the marketplace that gives such a detailed, "inside" look at project management best practices in the best companies throughout the world. Everyone should want to benchmark their efforts against those revealed in Dr. Kerzner's outstanding book."
Dr. Harold Kerzner adds "Today, being good at project management is not enough. When you're good at project management, the competition can catch up to you. In order to stay ahead of the competition, you must therefore excel at project. This book will show you how some companies have become the best-in-class in project management."
For any individual or organization facing the questions of how to implement project management, how fast it can be done, how quickly until the organization is mature in project management, and what are the best practices to accelerate the implementation of project management, this book is the ultimate guide that not only explains the topics, but shows how successful organizations tackled the same questions.
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With a strong network of IIL companies all over the world and clients in more than 200 countries, IIL is a global leader in training, consulting, coaching and mentoring. Our core competencies include: Project, Program and Portfolio Management; Business Analysis; Microsoft® Project and Project Server; Lean Six Sigma; PRINCE2® and ITIL®. Using our proprietary Many Methods of Learning™ enables IIL to deliver innovative, effective and consistent training solutions through a variety of learning approaches (traditional classroom, virtual classroom, simulations, self-paced online and a blended approach). A PMI® Charter Global Registered Education Provider, a member of PMI’s Corporate Council, an Accredited Training Organization for PRINCE2 and ITIL, a Microsoft Gold Certified Partner and an IIBA® Endorsed Education Provider, IIL is the training solution partner of choice for many top global companies.
ABOUT THE AUTHOR:
Harold Kerzner, Ph.D., is Senior Executive Director for Project, Program and Portfolio Management at the International Institute of Learning, Inc. (IIL), a global learning solutions company that conducts training for leading corporations throughout the world.
Best Practices: Achieving Global Excellence, 2nd Edition
Published by John Wiley & Sons, Inc.
Publication date: March 2010
$85.00; Hardcover; 704 pages; ISBN: 978-0-470-52829-7