Project management best practices : achieving global excellence / Harold Kerzner.

Format:

Book

Author/Creator:

Kerzner, Harold, author.

Language:

English

Subjects (All):

Project management--Methodology.

Project management.

Physical Description:

1 online resource (734 pages)

Edition:

5th edition.

Place of Publication:

Newark : John Wiley & Sons, Incorporated, 2024.

Summary:

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 implementation, the newly revised fifth edition of Project Management Best Practices contains updates throughout to reflect the latest project management best practices that add value and efficiency to every level of an organization. The text offers guidance on a wide range of project management best practices, with new coverage of the impact of COVID-19, the growth of nontraditional projects, cultural and emotional intelligence, and much more. Project Management Best Practices features insights and best practices from world class organizations like Siemens, Deloitte, GEA, Heineken, Sony, Dubai Customs, Philips Medical, IBM, Boeing, Comau, and Hitachi. Case studies from many of these organizations are included in each chapter to practically illustrate various concepts. This fifth edition includes updated information from companies covered in the earlier books along with contributions from new companies. Project Management Best Practices includes information on: Project management best practices throughout modern history and how the best of intentions can quickly become migraines; responding to changing customer requirements, what to do when the wrong culture is in place, handling the internal politics of any project, strategic planning for project management, roadblocks to excellence, seven fallacies that delay project management maturity; recognizing the need for project management methodology development and where/how artificial intelligence (AI) slots into the project management field. Following the same successful format as its predecessor in terms of content, the fifth edition of Project Management Best Practices is an essential resource for senior level and middle level corporate managers, project and team managers, engineers, project team members, business consultants, and students in related programs of study.

Contents:

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

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

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

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.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

9781394179213

1394179219

9781394179220

1394179227

OCLC:

1397571325