Value-Driven Project Management / Edition 1

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Overview

Discover how you can apply the Kerzner Approach® to successful project management

Too many companies are working on the wrong projects. Project portfolios are filled with projects that do not provide real value at completion even though the triple constraints of time, cost, and performance have been carefully managed and met.

Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide will revolutionize the way you view and practice project management. It introduces the acclaimed Kerzner Approach®, demonstrating how it empowers you with the skills needed to ensure that projects are completed successfully. Most importantly, it shows you how to design and implement projects that deliver true value.

The International Institute for Learning/Wiley Series in Project Management features

the most innovative, tested-and-proven approaches to project management,

all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for

getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

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  • 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: 459,098
  • 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 allPM.com 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.

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Table of Contents

Preface vii

Acknowledgments xi

International Institute for Learning, Inc. (IIL) xii

Chapter 1: HOW PROJECT MANAGEMENT HAS CHANGED 1

Why Traditional Project Management May Not Work 2

Today’s View of Project Management 8

Changing Views of Project Management 16

Recognizing the Need for Change 46

Chapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS 49

Changing Times 50

Not Meeting the Triple Constraint 52

Defining Project and Program Success 54

Redefining the Triple Constraint Success Criteria 56

Definition of Success 58

Chapter 3: THE IMPORTANCE OF VALUE 61

Success 62

Types of Value 64

Return on Investment (ROI) 66

Types of Business Values 68

Changing Values 70

Chapter 4: THE STAKEHOLDERS’ VIEW OF VALUE 103

Stakeholder Perception 104

Classification of Stakeholders 106

The Sydney, Australia, Opera House 108

Apple’s Lisa Computer 112

Denver International Airport 116

Balancing Stakeholders’ Needs 120

Traditional Conflicts over Values 122

Project Management Value Conflicts 124

Value Perceptions within a Project 126

Chapter 5: THE COMPONENTS OF SUCCESS 129

Four Cornerstones of Success 130

Categories of Success 132

Categories of Values 134

Deciding on the Quadrant 138

Internal Values 140

Financial Values 142

Future Values 144

Customer-Related Values 146

Reasons for Internal Value Failure 148

Reasons for Financial Value Failure 150

Reasons for Future Value Failure 152

Reasons for Customer-Related Value Failure 154

Antares Solutions 156

General Electric (Plastics Group) 158

Asea Brown Boveri (ABB) 160

Westfield Group 162

Computer Associates Technology Services 164

Convergent Computing 166

Motorola 168

Automotive Suppliers Sector 170

Banking Sector 172

Commodity Products (Manufacturing) Sector 174

Large Companies 176

Small Companies 178

Chapter 6: SUCCESS AND BEST PRACTICES 181

From Values to Best Practices 182

Two Components of Success 184

Redefining Value Metrics (CSFs and KPIs) 186

The Need for Changing Metrics 188

Project Management Office Involvement 190

Discovery of Best Practices 192

The Debriefing Pyramid 194

Disclosure of Best Practices 196

Levels of Success in Obtaining Values 198

Project Management Knowledge 200

Project Management Benchmarking 202

Sharing Values during Benchmarking 204

Intellectual Property Cost versus Value 206

Implementation Failures 208

Chapter 7: THE VALUE CONTINUUM 211

The Timing of Values 212

The Value Continuum 214

Barriers along the Continuum 216

Activities to Speed Up the Value Continuum 218

The Value Continuum and the Project

Management Maturity Model 220

Value Management Life-Cycle Phases 222

Value Identification Phase: Business Case 224

Business Drivers Phase: Business Drivers 226

Measurement Phase: Key Performance Indicators 228

Value Realization Phase: Value (Benefits) 230

Customer Satisfaction Management Phase:

Continuous Improvement 232

Chapter 8: ASSIGNING VALUE THROUGH OBJECTIVES 235

Types of Performance Reports 236

Benefits and Value at Completion 238

Determining Benefits (Value) at Completion 240

Establishing the Business Objectives 242

Estimating Approaches 246

Project Plans 248

Business Plans 250

Canceling Projects 252

Marrying Project and Program Management 254

Chapter 9: VALUE LEADERSHIP AND SENIOR MANAGEMENT 257

The Evolution of Leadership 258

Measurements and Triggers 260

What Executives Want to Hear 262

Critical Issues for the Selling Process 264

Threats that Executives Face 266

Project Management Success versus Maturity 268

Conclusions 270

Index 273

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