Advanced Project Management: Best Practices on Implementation / Edition 2

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Overview

Authoritative strategies for implementing project management Senior managers at world-class corporations open their office doors to discuss case studies that demonstrate their thought processes and actual strategies that helped them lead their companies to excellence in project management in less than six years!
Following the Project Management Institute's Body of Knowledge (PMBOK(r)), industry leaders address:
* Project risk management
* Project portfolio management
* The Project Office
* Project management multinational cultures
* Integrated project teams and virtual project teams
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Product Details

  • ISBN-13: 9780471472841
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 11/28/2003
  • Edition description: Second
  • Edition number: 2
  • Pages: 864
  • Sales rank: 917,619
  • Product dimensions: 7.68 (w) x 9.55 (h) x 1.74 (d)

Meet the Author

HAROLD KERZNER, Ph.D., is Professor of Systems Management at Baldwin-Wallace College in Ohio and President of Project Management Associates, a consulting and training firm that conducts seminars for leading U.S. and international corporations.
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Table of Contents

Preface.

1. THE GROWTH OF PROJECT MANAGEMENT.

1.0 Introduction.

1.1 Understanding Project Management.

1.2 Resistance to Change.

1.3 Strategic Imperatives for Project Management.

1.4 Project Management Life Cycle.

1.5 Excellence in Project Management.

1.6 Selection of Companies as Examples.

Multiple Choice Questions.

Discussion Questions.

Crossword.

2. SUCCESS, MATURITY, AND EXCELLENCE: DEFINITIONS.

2.0 Introduction.

2.1 Early Definitions of Success.

2.2 Modern Definitions of Success.

2.3 Project Management Maturity.

2.4 Critical Success Factors in Project Management.

2.5 Definition of Excellence.

2.6 Best Practices in Project Management.

2.7 A Structured Approach.

2.8 Myths.

Multiple Choice Questions.

Discussion Questions.

Crossword.

3. THE DRIVING FORCES FOR MATURITY.

3.0 Introduction.

3.1 Capital Projects.

3.2 Customers’ Expectations.

3.3 Competitiveness.

3.4 Executive Managers’ Buy-In.

3.5 New Product Development.

3.6 Efficiency and Effectiveness.

3.7 Company Survival.

3.8 Other Driving Forces.

Multiple Choice Questions.

Discussion Questions.

Crossword.

4. PROJECT MANAGEMENT METHODOLOGIES.

4.0 Introduction.

4.1 Examples of Methodology Development.

4.2 Overcoming Development and Implementation Barriers.

4.3 Critical Components.

4.4 Benefits of a Standard Methodology.

4.5 Implementing the Methodology.

4.6 Project Management Tools.

Multiple Choice Questions.

Discussion Questions.

Crossword.

5. STRATEGIC PLANNING FOR EXCELLENCE IN PROJECT MANAGEMENT.

5.0 Introduction.

5.1 Influence of Economic Conditions.

5.2 What Is General Strategic Planning?

5.3 What Is Strategic Planning for Project Management?

5.4 Critical Success Factors for Strategic Planning.

5.5 Identifying Strategic Resources.

5.6 Strategic Selection of Projects.

5.7 Horizontal Accounting.

5.8 Continuous Improvement.

5.9 Why Does Strategic Planning for Project Management Fail?

5.10 Strategic Planning in Action.

5.11 Organizational Restructuring.

5.12 Career Planning.

5.13 The Project Management Maturity Model.

5.14 How to Conduct a PM Maturity Assessment.

Multiple Choice Questions.

Discussion Questions.

Crossword.

6. THE MATURITY OF MODERN PROJECT MANAGEMENT.

6.0 Introduction.

6.1 Classification of Changes.

6.2 Classification of Companies.

6.3 Recessionary Effects.

6.4 Global Pressures.

6.5 Concurrent Engineering.

6.6 Project Objectives.

6.7 Definition of Success.

6.8 Velocity of Change.

6.9 Management Style.

6.10 Authority and Job Descriptions.

6.11 Evaluation of Team Members.

6.12 Accountability.

6.13 Project Management Skills.

6.14 Planning Hours/Dollars.

6.15 Education and Training.

6.16 Project Sponsorship.

6.17 Project Failures.

6.18 Maturity and Immaturity.

Multiple Choice Questions.

Discussion Questions.

Crossword.

7. PROJECT PORTFOLIO MANAGEMENT.

7.0 Introduction.

7.1 Involvement of Senior Management and Stakeholders.

7.2 Project Selection Obstacles.

7.3 Identification of Projects.

7.4 Preliminary Evaluaiton.

7.5 Strategic Selection of Projects.

7.6 Strategic Timing.

7.7 Analyzing the Portfolio.

7.8 Problems with Meeting Expectations.

Multiple Choice Questions.

Discussion Questions.

Crossword.

8. THE PROJECT OFFICE.

8.0 Introduction.

8.1 The Project Office: 1950–1990.

8.2 The Project Office: 1990–2000.

8.3 The Project Office: 2000–Present.

8.4 Types of Project Offices.

8.5 Project Management Information Systems.

8.6 Dissemination of Information.

8.7 Mentoring.

8.8 Development of Standards and Templates.

8.9 Project Management Benchmarking.

8.10 Business Case Development.

8.11 Customized Training (Related to Project Management).

8.12 Managing Stakeholders.

8.13 Continuous Improvement.

8.14 Capacity Planning.

8.15 Risks of Using a Project Office.

8.16 Project Office Excellence: A Case Study of Johnson Controls, Inc. (JCI) Automotive Systems Group (ASG).

8.17 Reporting and Structure.

Multiple Choice Questions.

Discussion Questions.

Crossword.

9. INTEGRATED PROCESSES.

9.0 Introduction.

9.1 Understanding Integrated Management Processes.

9.2 Evolution of Complementary Project Management Processes.

9.3 Total Quality Management.

9.4 Concurrent Engineering.

9.5 Risk Management.

9.6 Change Management.

9.7 Other Management Processes.

9.8 Integrated Processes at Work.

Multiple Choice Questions.

Discussion Questions.

Crossword.

10. CULTURE.

10.0 Introduction.

10.1 Creation of a Corporate Culture.

10.2 Corporate Values.

10.3 Types of Cultures.

10.4 Shared Accountability and Multiple-Boss Reporting.

10.5 Shared Rewards.

10.6 Prioritization of Work.

10.7 Corporate Cultures at Work.

Multiple Choice Questions.

Discussion Questions.

Crossword.

11. MANAGEMENT SUPPORT.

11.0 Introduction.

11.1 Visible Support from Senior Managers.

11.2 Project Sponsorship.

11.3 Excellence in Project Sponsorship.

11.4 Empowerment of Project Managers.

11.5 Management Support at Work.

Multiple Choice Questions.

Discussion Questions.

Crossword.

12. TRAINING AND EDUCATION.

12.0 Introduction.

12.1 Training for Modern Project Management.

12.2 Identifying the Need for Training.

12.3 Selecting the Students.

12.4 Fundamentals of Project Management Education.

12.5 Designing the Courses and Conducting the Training.

12.6 Measuring the Return on Investment.

12.7 Competency Models.

12.8 Training and Education at Work.

Multiple Choice Questions.

Discussion Questions.

Crossword.

13. INFORMAL PROJECT MANAGEMENT.

13.0 Introduction.

13.1 Informal versus Formal Project Management.

13.2 Trust.

13.3 Communication.

13.4 Cooperation.

13.5 Teamwork.

13.6 Color-Coded Status Reporting.

13.7 Informal Project Management at Work.

Multiple Choice Questions.

Discussion Questions.

Crossword.

14. BEHAVIORAL EXCELLENCE.

14.0 Introduction.

14.1 Situational Leadership.

14.2 Conflict Resolution.

14.3 Staffing for Excellence.

14.4 Integrated Product/Project Teams.

14.5 Virtual Project Teams.

14.6 Rewarding Project Teams.

14.7 Keys to Behavioral Excellence.

Multiple Choice Questions.

Discussion Questions.

Crossword.

15. THE EFFECT OF MERGERS AND ACQUISITIONS ON PROJECT MANAGEMENT.

15.0 Introduction.

15.1 Planning for Growth.

15.2 The Project Management Value-Added Chain.

15.3 Preacquisition Decision-Making.

15.4 Landlords and Tenants.

15.5 Best Practices: A Case Study on Johnson Controls, Inc.

15.6 Integration Results.

15.7 Value Chain Strategies.

15.8 Failure and Restructuring.

Multiple Choice Questions.

Discussion Questions.

Crossword.

16. RISING STARS AND FUTURE DIRECTIONS.

16.0 Introduction.

16.1 Computer Associates.

16.2 Lear.

16.3 Texas Instruments.

16.4 Sun Microsystems.

16.5 Motorola System Solution Group.

16.6 Nortel Networks.

16.7 Battelle Memorial Institute.

16.8 Johnson Controls.

16.9 Metzeler Automotive Profile System.

16.10 EDS.

16.11 USAA.

16.12 Changing Times.

APPENDIXES.

A: Quality Awards at Johnson Controls Automotive Systems Group.

B: Project Management Maturity Questionnaire.

C: Project Management Excellence Questionnaire.

D: Software Development Methodology at Computer Associates.

E: Best Practices Library Development at Computer Associates.

F: Post Project Assessment Process at Computer Associates.

CASE STUDIES.

Case 1: Clark Faucet Company.

Case 2: Photolite Corporation (A).

Case 3: Photolite Corporation (B).

Case 4: Photolite Corporation (C).

Case 5: Photolite Corporation (D).

Case 6: Continental Computer Corporation.

Case 7: Goshe Corporation.

Case 8: Hyten Corporation.

Case 9: Acorn Industries.

Case 10: Mohawk National Bank.

Case 11: First Security Bank of Cleveland.

Case 12: Como Tool and Die (A).

Case 13: Como Tool and Die (B).

Case 14: Apache Metals, Inc.

Case 15: Cordova Research Group.

Case 16: Cortez Plastics.

Case 17: Haller Specialty Manufacturing.

Case 18: Macon, Inc.

Case 19: Jones and Shephard Accountants.

Case 20: The Trophy Project.

Case 21: The Blue Spider Project.

Case 22: Corwin Corporation.

Case 23: Denver International Airport.

Case 24: MIS Project Management at First National Bank.

Case 25: Concrete Masonry Corporation.

Case 26: Construction of a Gas Testing Laboratory in Iran.

Case 27: The Space Shuttle Challenger Disaster.

Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales.

Index.

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