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More About This Textbook
Overview
Discover how you can apply the Kerzner Approach® tosuccessful project management
Too many companies are working on the wrong projects. Projectportfolios are filled with projects that do not provide real valueat completion even though the triple constraints of time, cost, andperformance have been carefully managed and met.
Based on principles set forth in the bestselling ProjectManagement: A Systems Approach to Planning, Scheduling, andControlling, Tenth Edition, this easy-to-follow guide willrevolutionize the way you view and practice project management. Itintroduces the acclaimed Kerzner Approach®, demonstrating howit empowers you with the skills needed to ensure that projects arecompleted successfully. Most importantly, it shows you how todesign and implement projects that deliver true value.
The International Institute for Learning/Wiley Series in ProjectManagement features
the most innovative, tested-and-proven approaches to projectmanagement,
all explained in clear, straightforward language. The seriesoffers new perspectives on solving tough project managementproblems as well as practical tools for
getting the job done. Each book in the series is drawn from therelated IIL course and is written by noted project managementexperts.
Harold D. Kerzner, Ph.D.
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Meet the Author
Harold D. Kerzner, Ph.D., is Senior Executive Director at theInternational Institute for Learning, Inc., a global learningsolutions company that conducts training for leading corporationsthroughout the world. He is a globally recognized expert onproject, program, and portfolio management, total qualitymanagement, and strategic planning. Dr. Kerzner is the author ofbestselling books and texts, including the acclaimed ProjectManagement: A Systems Approach to Planning, Scheduling, andControlling, Tenth Edition.
Frank P. Saladis, is a Senior Consultant and Trainer for theInternational Institute for Learning, Inc. and editor of theallPM.com newsletter, a global project management publication. Mr.Saladis was awarded the 2006 Linn Stuckenbruck Person of the YearAward by the Project Management Institute. The award recognizespeople who have made significant contributions to the Institute asleaders in project management. Mr. Saladis is the originator ofInternational Project Management Day, held each year to celebrateand recognize project managers from around the world.
International Institute For Learning, Inc. (IIL) is a globalleader in professional training and comprehensive consultingservices in the areas of project, program, and portfoliomanagement, PRINCE2®, business analysis, Microsoft®Office Project and Project Server, and Lean Six Sigma. IIL is anIIBA- endorsed education provider, a PMI® charter globalregistered education provider, and a member of PMI's SilverAlliance Circle, and Corporate Council.
Table of Contents
Preface.
Acknowledgements.
Chapter 1: HOW PROJECT MANAGEMENT HAS CHANGED.
Why Traditional Project Management May Not Work.
Today’s View of Project Management.
Changing Views of Project Management.
Recognizing the Need for Change.
Chapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS.
Changing Times.
Not Meeting the Triple Constraint.
Defining Project and Program Success.
Redefining the Triple Constraint Success Criteria.
Definition of Success.
Chapter 3: THE IMPORTANCE OF VALUE.
Success.
Types of Value.
Return on Investment (ROI).
Types of Business Values.
Changing Values.
Chapter 4: THE STAKEHOLDERS: VIEW OF VALUE.
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.
Chapter 5: THE COMPONENTS OF SUCCESS.
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.
Motorola.
Automotive Suppliers Sector.
Banking Sector.
Commodity Products (Manu.) Sector.
Large Companies.
Small Companies.
Chapter 6: SUCCESS AND BEST PRACTICES.
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.
Chapter 7: THE VALUE CONTINUUM.
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: ContinuousImprovement.
Chapter 8: ASSIGNING VALUE THROUGH OBJECTICES.
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.
Chapter 9: VALUE LEADERSHIP AND SENIOR 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.
Conclusions.
Index.