Value-Driven Project Management / Edition 1

Hardcover (Print)
Used and New from Other Sellers
Used and New from Other Sellers
from $21.24
Usually ships in 1-2 business days
(Save 39%)
Other sellers (Hardcover)
  • All (9) from $21.24   
  • New (5) from $21.24   
  • Used (4) from $24.94   


In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure.

Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value.

Responding to the needs of today's project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including:

  • Internal value
  • Financial value
  • Future value
  • Customer-related value

The authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives.

Throughout the book, helpful illustrations clarify complex concepts and processes.

Assigning valuable resources to projects that don't provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.

Read More Show Less
  • Harold D. Kerzner, Ph.D.
    Harold D. Kerzner, Ph.D.  

Product Details

  • ISBN-13: 9780470500804
  • Publisher: Wiley
  • Publication date: 8/17/2009
  • Series: IIL/Wiley Series in Project Management Series , #1
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 288
  • Sales rank: 687,930
  • Product dimensions: 6.20 (w) x 9.10 (h) x 1.10 (d)

Meet the Author

Harold D. Kerzner, Ph.D., is Senior Executive Director at the International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management, total quality management, and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition.

Frank P. Saladis, is a Senior Consultant and Trainer for the International Institute for Learning, Inc. and editor of the newsletter, a global project management publication. Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of the Year Award by the Project Management Institute. The award recognizes people who have made significant contributions to the Institute as leaders in project management. Mr. Saladis is the originator of International Project Management Day, held each year to celebrate and recognize project managers from around the world.

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.

Read More Show Less

Table of Contents




Why Traditional Project Management May Not Work.

Today’s View of Project Management.

Changing Views of Project Management.

Recognizing the Need for Change.


Changing Times.

Not Meeting the Triple Constraint.

Defining Project and Program Success.

Redefining the Triple Constraint Success Criteria.

Definition of Success.



Types of Value.

Return on Investment (ROI).

Types of Business Values.

Changing Values.


Stakeholder Perception.

Classification of Stakeholders.

The Sydney, Australia Opera House.

Apple’s Lisa Computer.

Denver International Airport.

Balancing Stakeholder’s Needs.

Traditional Conflicts over Values.

Project Management Value Conflicts.

Value Perceptions within a Project.


Four Cornerstones of Success.

Categories of Success.

Categories of Values.

Deciding on the Quadrant.

Internal Values.

Financial Values.

Future Values.

Customer-Related Values.

Reasons for Internal Value Failure.

Reasons for Financial Value Failure.

Reasons for Future Value failure.

Reasons for Customer-Related Value Failure.

Antares Solutions.

General Electric (Plastics Group).

Asea, Brown & Boveri (ABB).

Westfield Group.

Computer Associates Technology Services.

Convergent Computing.


Automotive Suppliers Sector.

Banking Sector.

Commodity Products (Manu.) Sector.

Large Companies.

Small Companies.


From Values to Best Practices (BP).

Two Components of Success.

Redefining Value Metrics (CSF & KPI).

The Need for Changing Metrics.

Project Management Office Involvement.

Discovery of Best Practices.

The Debriefing Pyramid.

Disclosure of Best Practices.

Levels of Success in Obtaining Values.

Project Management Knowledge.

Project Management Benchmarking.

Sharing Values during Benchmarking.

Intellectual Property Cost versus Value.

Implementation Failures.


The Timing of Values.

The Value Continuum.

Barriers along the Continuum.

Activities to Speed Up the Value Continuum.

The Value Continuum and the PMMM.

Value Management Life Cycle Phases.

Value Identification Phase: Business Case.

Business Drivers Phase: Business Drivers.

Measurement Phase: KPI.

Value Realization Phase: Value (Benefits).

Customer Satisfaction Management Phase: Continuous Improvement.


Types of Performance Reports.

Benefits and Value at Completion.

Determining Benefits (Value) at Completion.

Establishing the Business Objectives.

Estimating Approaches.

Project Plans.

Business Plans.

Cancelling Projects.

Marrying Project Management and Program Management.


The Evolution of Leadership.

Measurements and Triggers.

What do Executives want to Hear?

Critical Issue for the Selling Process.

Threats that Executives Face.

Project Management Success versus Maturity.



Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star


4 Star


3 Star


2 Star


1 Star


Your Rating:

Your Name: Create a Pen Name or

Barnes & Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation


  • - By submitting a review, you grant to Barnes & and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Terms of Use.
  • - Barnes & reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)