Rights Contact Login For More Details
More About This Title Project Management 2.0
English
Project Management 2.0 tackles the new emerging approach and toolset for practicing project management in a virtual world. Author Harold Kerzner is recognized as the thought leader in project management, and in this book, he shows how PM 2.0 offers better outcomes with a focus on new tools, better governance, improved collaboration, and more meaningful reporting using KPIs, metrics, and dashboards. This full color guide explores the impact PM 2.0 changes are having on organizations around the world, and provides a detailed comparison with PM 1.0 to help practitioners adopt new techniques and tools to use within their existing project management approach.
At its core, PM 2.0 recognizes that a new generation of workers grew up in a Web 2.0 world of web-based project management tools that allow virtual or distributed teams to work together much more closely than in the past. Advances in technology and information flow have shown that traditional project management techniques are ineffective for many of today's projects. This book offers an alternative with PM 2.0, an updated approach that aligns more closely with the modern workflow.
- Discover the new project management tools that are changing the workflow
- Learn how to improve collaboration with stakeholders
- Explore new ideas and processes for better project governance
- Achieve more meaningful information reporting with traditional tools
Project management is an integral component of successful business operations. With today's technology, teams are no longer limited by distance or time zones – so why are they being managed with approaches that are? This book provides a framework more relevant to the way people work today. For the project manager looking to increase efficiency and improve outcomes, Project Management 2.0 provides the information and tools that can make it happen.
English
HAROLD KERZNER, MS, PHD, MBA, is Senior Executive Director for Project Management at the International Institute of Learning, Inc., a global learning solutions company offering professional training and consulting services. He has consulted for corporations worldwide, and is a recognized expert on project, program, and portfolio management; total quality management; and strategic planning.
English
Preface ix
Acknowledgment xi
Foreword xiii
Why this story makes sense xiv
Through the looking glass at a chaotic future xiv
Is it half empty or half full or just plain Complicated? Xvi
So what does all this mean to you? Xvii
Chapter 1 Project management 2.0 1
1.0 introduction: changing times 1
1.1 characteristics of pm 1.0 1
1.2 other critical issues with pm 1.0 2
1.3 project management 2.0 4
1.4 criticism of pm 2.0 7
1.5 project management 2.0 : technological blessing or curse? 7
1.6 policing pm 2.0 12
1.7 working with stakeholders in pm 2.0 13
1.8 finding the information 16
1.9 percent complete dilemma 17
1.10 information overload 18
1.11 customer satisfaction headache 18
1.12 determining project health 19
1.13 dashboard rules for displaying data 20
1.14 reduction in cost of paperwork 21
1.15 reduction in executive meddling 22
1.16 project management skills 23
1.17 contingency planning 23
Discussion questions 24
Chapter 2 A peek into the future of Project management 25
2.0 changing times 25
2.1 impact of recessions 25
2.2 executive view of project management 26
2.3 engagement project management 28
2.4 growth of more complex projects 30
2.5 need for additional metrics 31
2.6 new developments in project management 32
2.7 project manager’s tool box 33
2.8 need for continuous improvement 34
2.9 conclusions 34
Discussion questions 34
Chapter 3 Understanding success And failure 37
3.0 introduction 37
3.1 project management—early years: 1945–1960 38
3.2 project management begins to grow: 1970–1985 39
3.3 growth in competing constraints 40
3.4 rule of inversion 42
3.5 growth in measurement techniques 43
3.6 trade-offs 44
3.7 putting together components of success 45
3.8 new definition of success 46
3.9 understanding project failure 47
3.10 causes of project failure 50
Discussion questions 52
Chapter 4 Value-driven Project management 53
4.0 introduction 53
4.1 understanding today’s view of value 54
4.2 value modeling 56
4.3 value and leadership changes for pm 2.0 58
4.4 value-based trade-offs 62
4.5 need for value metrics 64
4.6 creating a value metric 64
4.7 displaying value metrics in a dashboard 71
4.8 selecting value attributes 72
4.9 additional complexities with value metrics 73
Discussion questions 76
Chapter 5 Growing importance of metrics With pm 2.0 77
5.0 introduction 77
5.1 enterprise resource planning 77
5.2 need for better project metrics 78
5.3 causes for lack of support for metrics Management 80
5.4 characteristics of a metric 81
5.5 metrics selection 82
5.6 key performance indicators 83
5.7 dashboards and scorecards 90
5.8 business intelligence 93
5.9 growth in dashboard information systems 93
5.10 selecting an infographics designer 94
5.11 project health check metrics 95
5.12 maintaining project’s direction 99
5.13 metrics and virtual teams 99
5.14 metric mania 100
5.15 metric training sessions 101
5.16 metric owners 102
5.17 a nswering metric questions 103
Discussion questions 103
Chapter 6 Project management Methodologies: 1.0 versus 2.0 105
6.0 introduction 105
6.1 pm 2.0 definition of project management Excellence 105
6.2 need for a methodology 106
6.3 need for an enterprise wide methodology 108
6.4 benefits of a standardized methodology 112
6.5 critical components 114
6.6 from methodologies to framework 116
6.7 life-cycle phases 116
6.8 d rivers for pm 2.0 client-centered Flexibility 117
6.9 understanding moving targets 118
6.10 need for client-specific metrics 119
6.11 business case development 119
6.12 validating assumptions 120
6.13 design freezes 123
6.14 customer approvals 124
6.15 agile project management methodology 125
6.16 implementing methodology 127
6.17 implementation blunders 128
6.18 overcoming development and implementation Barriers 128
6.19 using crisis dashboards with Methodologies 129
6.20 shutting down the project 138
Discussion questions 139
Chapter 7 Project governance 141
7.0 introduction 141
7.1 need for governance 141
7.2 defining project governance 142
7.3 project versus corporate governance 143
7.4 roles, responsibilities, and decision-making Authority 144
7.5 governance frameworks 145
7.6 three pillars of project governance 146
7.7 misinterpretation of information 151
7.8 filtering the information 152
7.9 understanding politics in project
7.10 managing global stakeholder relations 160
7.11 failure of project governance 161
7.12 saving distressed projects 162
Discussion questions 163
Chapter 8 Role of project manager in Strategic planning and Portfolio management 165
8.0 introduction 165
8.1 why strategic plans often fail 166
8.2 project management: executive Perspective 167
8.3 strategic planning: project management Perspective 167
8.4 generic strategic planning 169
8.5 benefits of project management 172
8.6 dispelling myths 173
8.7 ways that project management helps strategic Planning 176
8.8 transformational project management Leadership 179
8.9 project manager’s role in portfolio Management 183
8.10 value management and benefits realization 184
8.11 benefits realization metrics 193
8.12 portfolio management governance 195
Discussion questions 197
Chapter 9 R&D project management 199
9.0 introduction 199
9.1 role of r&d in strategic planning 200
9.2 product portfolio analysis 202
9.3 marketing involvement with r&d project
9.4 product life cycles 208
9.5 r&d project planning according to market Share 208
9.6 classification of r&d projects 209
9.7 research versus development 210
9.8 r&d ratio 211
9.9 offensive-versus-defensive r&d 212
9.10 modeling r&d planning function 213
9.11 priority setting 216
9.12 contract r&d 218
9.13 nondisclosure agreements, secrecy Agreements, and Confidentiality Agreements 219
9.14 government influence 219
9.15 sources of ideas 220
9.16 economic evaluation of projects 223
9.17 r&d project readjustments 225
9.18 project termination 227
9.19 tracking r&d performance 228
Discussion questions 228
Chapter 10 Problem solving and Decision making 229
10.0 introduction 229
10.1 understanding concepts 230
10.2 project environment: its impact on problem Solving and decision making 234
10.3 conceptual problem-solving and Decision-making process 236
10.4 identifying and understanding a problem 238
10.5 gathering problem-related data 242
10.6 analyzing data 249
10.7 developing alternative solutions 249
10.8 problem-solving tools and techniques 252
10.9 creativity and innovation 260
10.10 decision making: selecting best solution 263
10.11 decision making: tools and methods 273
10.12 evaluating decision and taking corrective Action 279
Discussion questions 282
Chapter 11 Need for project Management 283
11.0 background to project management maturity Models 283
11.1 some benefits of using a maturity model 284
11.2 determining amount of maturity needed 284
11.3 getting started 285
11.4 things can go wrong 285
11.5 choosing right maturity model 285
11.6 estimating time to reach maturity 286
11.7 strategic planning for project management Maturity 286
11.8 project management maturity model 287
11.9 pm 2.0 input into pmmm 291
Discussion questions 292
Chapter 12 Using the pmo to spearhead Pm 2.0 295
12.0 introduction 295
12.1 traditional project office 295
12.2 traditional pmo 296
12.3 implementation risks 297
12.4 specialized pmo 298
12.5 strategic pmo 299
12.6 networking pmos 300
12.7 trust of project governance 300
12.8 ways a pmo can fail 301
Discussion questions 309
Index 311
