Project management 2.0 : leveraging tools, distributed collaboration, and metrics for project success /

• Main Author: Kerzner, Harold
• Format: eBook
• Language: English
• Published: Hoboken, New Jersey : Wiley, [2015]
• Subjects: Project management.; BUSINESS & ECONOMICS / Industrial Management; BUSINESS & ECONOMICS / Management; BUSINESS & ECONOMICS / Management Science; BUSINESS & ECONOMICS / Organizational Behavior; Electronic books.

Table of Contents:

• Ch. 1 Project Management 2.0
• 1.0.Introduction: Changing Times
• 1.1.Characteristics Of PM 10
• 1.2.Other Critical Issues With PM 10
• 1.3.Project Management 2.0
• 1.4.Criticism Of PM 2.0
• 1.5.Project Management 2.0: Technological Blessing Or Curse?
• 1.6.Policing PM 2.0
• 1.7.Working With Stakeholders In PM 2.0
• Today's View of Stakeholder Relations Management
• Need for Meaningful Information
• All That Glitters Is Not Gold
• 1.8.Finding The Information
• 1.9.Percent Complete Dilemma
• 1.10.Information Overload
• 1.11.Customer Satisfaction Headache
• 1.12.Determining Project Health
• 1.13.Dashboard Rules For Displaying Data
• 1.14.Reduction In Cost Of Paperwork
• 1.15.Reduction In Executive Meddling
• 1.16.Project Management Skills
• 1.17.Contingency Planning
• Discussion Questions
• ch. 2 A Peek Into The Future Of Project Management
• 2.0.Changing Times
• 2.1.Impact Of Recessions
• 2.2.Executive View Of Project Management
• 2.3.Engagement Project Management
• 2.4.Growth Of More Complex Projects
• 2.5.Need For Additional Metrics
• 2.6.New Developments In Project Management
• 2.7.Project Manager's Tool Box
• 2.8.Need For Continuous Improvement
• 2.9.Conclusions
• Discussion Questions
• ch. 3 Understanding Success And Failure
• 3.0.Introduction
• 3.1.Project Management
• Early years: 1945
• 1960
• 3.2.Project Management Begins To Grow: 1970
• 1985
• 3.3.Growth In Competing Constraints
• 3.4.Rule Of Inversion
• 3.5.Growth In Measurement Techniques
• 3.6.Trade-Offs
• 3.7.Putting Together Components Of Success
• 3.8.New Definition Of Success
• 3.9.Understanding Project Failure
• 3.10.Causes Of Project Failure
• Discussion Questions
• ch. 4 Value-Driven Project Management
• 4.0.Introduction
• 4.1.Understanding Today's View Of Value
• 4.2.Value Modeling
• 4.3.Value And Leadership Changes For PM 2.0
• 4.4.Value-Based Trade-Offs
• 4.5.Need For Value Metrics
• 4.6.Creating A Value Metric
• 4.7.Displaying Value Metrics In A Dashboard
• 4.8.Selecting Value Attributes
• 4.9.Additional Complexities With Value Metrics
• Discussion Questions
• ch. 5 Growing Importance Of Metrics With PM 2.0
• 5.0.Introduction
• 5.1.Enterprise Resource Planning
• 5.2.Need For Better Project Metrics
• 5.3.Causes For Lack Of Support For Metrics Management
• 5.4.Characteristics Of A Metric
• 5.5.Metrics Selection
• 5.6.Key Performance Indicators
• Need for KPIs
• Using KPIs
• Anatomy of a KPI
• KPI Characteristics
• KPI Failures
• 5.7.Dashboards And Scorecards
• 5.8.Business Intelligence
• 5.9.Growth In Dashboard Information Systems
• 5.10.Selecting An Infographics Designer
• 5.11.Project Health Check Metrics
• 5.12.Maintaining Project's Direction
• 5.13.Metrics And Virtual Teams
• 5.14.Metric Mania
• 5.15.Metric Training Sessions
• 5.16.Metric Owners
• 5.17.Answering Metric Questions
• Discussion Questions
• ch. 6 Project Management Methodologies: 1.0 Versus 2.0
• 6.0.Introduction
• 6.1.PM 2.0 Definition Of Project Management Excellence
• 6.2.Need For A Methodology
• 6.3.Need For An Enterprisewide Methodology
• Light Methodologies
• Heavy Methodologies
• 6.4.Benefits Of A Standardized Methodology
• 6.5.Critical Components
• 6.6.From Methodologies To Framework
• 6.7.Life-Cycle Phases
• 6.8.Drivers For PM 2.0 Client-Centered Flexibility
• 6.9.Understanding Moving Targets
• 6.10.Need For Client-Specific Metrics
• 6.11.Business Case Development
• 6.12.Validating Assumptions
• Types Of Assumptions
• Documenting Assumptions
• 6.13.Design Freezes
• 6.14.Customer Approvals
• 6.15.Agile Project Management Methodology
• 6.16.Implementing Methodology
• 6.17.Implementation Blunders
• 6.18.Overcoming Development And Implementation Barriers
• 6.19.Using Crisis Dashboards With Methodologies
• Understanding Targets
• Defining a Crisis
• Crisis Dashboard Images
• Conclusions
• 6.20.Shutting Down The Project
• Discussion Questions
• ch. 7 Project Governance
• 7.0.Introduction
• 7.1.Need For Governance
• 7.2.Defining Project Governance
• 7.3.Project Versus Corporate Governance
• 7.4.Roles, Responsibilities, And Decision-Making Authority
• 7.5.Governance Frameworks
• 7.6.Three Pillars Of Project Governance
• Core Project Governance Principles
• 7.7.Misinterpretation Of Information
• 7.8.Filtering The Information
• 7.9.Understanding Politics In Project Environment
• Political Risks
• Reasons for Playing Politics
• Situations Where Political Games Will Occur
• Governance Committee
• Friends and Foes
• Attack or Retreat
• Need for Effective Communications
• Power and Influence
• Managing Project Politics
• 7.10.Managing Global Stakeholder Relations
• 7.11.Failure Of Project Governance
• 7.12.Saving Distressed Projects
• Discussion Questions
• ch. 8 Role Of Project Manager In Strategic Planning And Portfolio Management
• 8.0.Introduction
• 8.1.Why Strategic Plans Often Fail
• 8.2.Project Management: Executive Perspective
• 8.3.Strategic Planning: Project Management Perspective
• 8.4.Generic Strategic Planning
• 8.5.Benefits Of Project Management
• 8.6.Dispelling Myths
• 8.7.Ways That Project Management Helps Strategic Planning
• 8.8.Transformational Project Management Leadership
• 8.9.Project Manager's Role In Portfolio Management
• 8.10.Value Management And Benefits Realization
• Understanding The Terminotogy
• Life-Cycle Phases
• Understanding Value
• 8.11.Benefits Realization Metrics
• 8.12.Portfolio Management Governance
• Discussion Questions
• ch. 9 R&D Project Management
• 9.0.Introduction
• 9.1.Role Of R&D In Strategic Planning
• 9.2.Product Portfolio Analysis
• 9.3.Marketing Involvement With R&D Project Managers
• First to Market
• Follow the Leader
• Application Engineering
• "Me Too"
• 9.4.Product Life Cycles
• 9.5.R&D Project Planning According To Market Share
• 9.6.Classification Of R&D Projects
• 9.7.Research Versus Development
• 9.8.R&D Ratio
• Manufacturing And Sales
• Human Behavior
• 9.9.Offensive-Versus-Defensive R&D
• 9.10.Modeling R&D Planning Function
• 9.11.Priority Setting
• Working With Marketing
• 9.12.Contract R&D
• 9.13.Nondisclosure Agreements, Secrecy Agreements. And Confidentiality Agreements
• 9.14.Government Influence
• 9.15.Sources Of Ideas
• 9.16.Economic Evaluation Of Projects
• 9.17.R&D Project Readjustments
• 9.18.Project Termination
• 9.19.Tracking R&D Performance
• Discussion Questions
• ch. 10 Problem Solving And Decision Making
• 10.0.Introduction
• 10.1.Understanding Concepts
• Necessity For Problem Solving And Decision Making
• Research Techniques In Basic Decision-Making Process
• Facts About Problem Solving And Decision Making
• Information Overload
• Getting Access To Right Information
• Lack Of Information
• Project Versus Business Problem Solving And Decision Making
• 10.2.Project Environment: Its Impact On Problem Solving And Decision Making
• Impact Of Constraints On Project Problem Solving And Decision Making
• Impact Of Assumptions On Project Problem Solving And Decision Making
• Understanding Project Environment
• Selecting Right Project Manager
• 10.3.Conceptual Problem-Solving And Decision-Making Process
• Determining The Steps
• 10.4.Identifying And Understanding A Problem
• Real Problems Versus Personality Problems
• Not All Problems Can Be Solved
• Complexity Of Problems
• Technique For Problem Identification
• Individual Problem Solving Conducted In Secret
• Team Problem Solving Conducted In Secret
• 10.5.Gathering Problem-Related Data
• Reason For Data Gathering
• Data-Gathering Techniques
• Setting Limits On Problem Solving And Decision Making
• Identifying Boundary Conditions
• Determining Who Should Attend Problem-Solving Meeting
• Determining Who Should Attend Decision-Making Meeting
• Creating Framework For Meeting
• Understanding How People React In Meetings
• Working With Participants During Meetings
• Leadership Techniques During Meetings
• Handling Problem-Solving And Decision-Making Conflicts
• Continuous Solutions Versus Enhancement Project Solutions
• Problem Solving Versus Scope Creep
• Problem Solving And Decision Making During Crisis Projects
• 10.6.Analyzing Data
• Questions To Ask
• 10.7.Developing Alternative Solutions
• Variables To Consider During Alternative Analyses
• Understanding Features That Are Part Of Alternatives
• Developing Hybrid Alternatives
• Trade-Offs
• Common Mistakes When Developing Alternatives
• 10.8.Problem-Solving Tools And Techniques
• Root-Cause Analysis
• General Principles Of RCA
• Corrective Actions Using RCA
• RCA Techniques
• Brainstorming
• Rules For Brainstorming
• Critical Steps in Brainstorming
• Conducting Brainstorming Session: Process
• Conducting Brainstorming Session: Evaluation
• Brainstorming Sessions: Nominal Group Technique
• Group-Passing Technique
• Team Idea-Mapping Method
• Electronic Brainstorming
• Directed Brainstorming
• Individual Brainstorming
• Question Brainstorming
• 10.9.Creativity And Innovation
• Creativity, Innovation, And Value
• Negative Innovation
• Types Of Innovative Solutions
• Problem-Solving And Decision-Making Attributes That Are Difficult To Teach
• Creative Roadblocks
• 10.10.Decision Making: Selecting Best Solution
• Understanding How Decisions Are Made
• Routine Decision Making
• Adaptive Decision Making
• Innovative Decision Making
• Pressured Decision Making
• Decision-Making Meetings
• Decision-Making Stages
• Decision-Making Steps
• Advantages Of Group Decision Making
• Disadvantages Of Group Decision Making
• Rational Versus Intuitive Thinking
• Divergent Versus Convergent Thinking
• Polarity Management
• Fear Of Decision Making: Mental Roadblocks
• Danger Of Hasty Decisions
• Decision-Making Styles
• Autocratic Decision Maker
• Fearful Decision Maker
• Circular Decision Maker
• Democratic Decision Maker
• Self-Serving Decision Maker
• 10.11.Decision Making: Tools And Methods
• SWOT Analysis
• Pareto Analysis
• Multiple-Criteria Decision Analysis
• Paired-Comparison Analysis
• Influence Diagrams
• Affinity Diagrams
• Game Theory
• Cost-Benefit Analysis
• Nominal Work Groups
• Delphi Techniques
• Other Decision-Making Tools
• 10.12.Evaluating Decision And Taking Corrective Action
• Time To Implement Solution
• Discussion Questions
• ch. 11 Need For Project Management
• 11.0.Background To Project Management Maturity Models
• 11.1.Some Benefits Of Using A Maturity Model
• 11.2.Determining Amount Of Maturity Needed
• 11.3.Getting Started
• 11.4.Things Can Go Wrong
• 11.5.Choosing Right Maturity Model
• 11.6.Estimating Time To Reach Maturity
• 11.7.Strategic Planning For Project Management Maturity
• 11.8.Project Management Maturity Model
• 11.9.PM 2.0 Input Into PMMM
• Discussion Questions
• ch. 12 Using The PMO To Spearhead PM 2.0
• 12.0.Introduction
• 12.1.Traditional Project Office
• 12.2.Traditional PMO
• 12.3.Implementation Risks
• 12.4.Specialized PMO
• 12.5.Strategic PMO
• 12.6.Networking PMOS
• 12.7.Trust Of Project Governance
• 12.8.Ways A PMO Can Fail
• Unclear Mission Statement
• Failing to Focus on Impact to Business
• Failing to Gain Implementation Support
• Discussion Questions.