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The application of project management techniques is generally considered standard practice in today's business environment. This is not to say it is always performed at a high level. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. This knowledge becomes especially important as traditional projects ...
The application of project management techniques is generally considered standard practice in today's business environment. This is not to say it is always performed at a high level. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. This knowledge becomes especially important as traditional projects increasingly give way to more complicated ones.
Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and even politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.
Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including:
Accompanied by illustrations throughout, this book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on nontraditional, complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on people and interpersonal communication—two sets of skills all project managers should possess. Managing Complex Projects is the resource needed to gain these fresh project management perspectives and serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.
International Institute for Learning, Inc. (IIL).
Chapter 1: PROJECT MANAGEMENT FRAMEWORK.
The Complexity of Defining Complexity.
Components of Complex Projects.
The Triple Constraint.
Secondary Success Factors.
Other Success Factors.
The Modified Triple Constraint.
Prioritization of Constraints.
Types of Project Resources.
Three Critical Requirements.
Problem Identifi cation and Solution.
The "Traditional" Project.
The "Nontraditional" (Complex) Project.
Why Traditional Project Management Must Change.
Traditional versus Complex Projects.
The Need for "Value" as a Driver.
The Benefi ts of "Value" as a Driver.
Elements of Complexity.
Types of Virtual Teams.
Virtual Team Competencies.
Virtual Team Myths.
Customer RFP Requirements.
The Need for Business Solution Partners.
Before and After Engagement Project Management.
Percentage of Projects Using Project Management.
Possible Complex Project Outcomes.
Long-Term Globalization Project Management Strategy.
Global versus Nonglobal Companies.
Quantity of Tools.
Project Management Software.
Areas of Best Practices.
The Collective Belief.
Chapter 2: INTEGRATION MANAGEMENT.
Changes in Focus.
Project Sponsorship (1 of 2).
Project Sponsorship (2 of 2).
Enterprise Environmental Factors.
Organizational Process Assets.
Weaknesses in Leadership Skills.
Project's Business Case.
Alignment of Goals.
Go and No-Go Decision Points.
Poor Project Performance.
Project Justifi cation.
Project Plan Ownership.
The Project Plan: Summary Levels.
Project Management Plan.
Identifi cation of Deliverables.
Change Control Meetings.
Partnerships and Alliances.
Ability to Change.
Chapter 3: SCOPE MANAGEMENT.
Stakeholder Identifi cation.
Changing Product Requirements.
The Project Plan: Work Package Levels.
Work Performance Information.
Chapter 4: TIME MANAGEMENT.
Purpose of Schedule.
Types of Schedules.
Published Estimating Data.
Project Management Software.
Top-Down versus Bottom-Up Estimating.
Duration versus Effort.
Schedule Compression Techniques.
Chapter 5: COST MANAGEMENT.
The Basis for Project Funding.
Multiple Funding Sources.
Use of Earned Value Measurement.
Chapter 6: HUMAN RESOURCES MANAGEMENT.
Confl icts over Objectives.
Wage and Salary Inconsistencies.
Shifting of Key Personnel.
Quantity of Resources.
Quality of the Resources.
Availability of Resources.
Control of the Resources.
Chapter 7: PROCUREMENT MANAGEMENT.
Control of Vendors.
Regulations Governing Vendor Selection.
Impact of Stakeholders.
Adversarial Procurement Positions.
Multiple Contract Types.
Chapter 8: QUALITY MANAGEMENT.
Different Life Cycles.
New Quality Boundaries.
Chapter 9: RISK MANAGEMENT.
Complexity, Uncertainty, and Risk.
Unequal Contingency Planning.
Multiple Options Analysis.
Determining Risk Response Strategies.
Monitoring and Controlling Risk.
Chapter 10: COMMUNICATIONS MANAGEMENT.
Getting Stakeholder Agreements.
Stakeholder Issues and Challenges.
Making Bad Assumptions.
Another Bad Assumption.
Stakeholder Management Responsibility.
Changing Views in Stakeholder Management.
Life-Cycle Stakeholder Management.
Stakeholder Management—Macro Level.
Stakeholder Management versus Customer Loyalty.
Stakeholder Management—Micro Level.
Stakeholder Identifi cation.
Classifi cation of Stakeholders.
Tiered Stakeholder Identifi cation.
Managing Stakeholder Expectations.
Managing Stakeholder Expectations: The Design of Health Care Products.
Perform Stakeholder Analysis.
Perform Stakeholder Engagements.
Defi ning Key Performance Indicators (KPIs).
Prioritizing Stakeholders' Needs.
Stakeholder Information Flow.
Reporting KPI Data.
Summarized KPI Milestones.
Project Review Meetings.
Stakeholder Scope Change Requests.
Enforcing Stakeholder Agreements.
Stakeholder Debriefi ng Sessions.
Satisfaction Management Survey Factors.
Complex Project Management Skills.
Three Critical Factors for Successful Stakeholder Management.
Successful Stakeholder Management.
Failures in Stakeholder Management.