Project Management Best Practices - Harold Kerzner

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Résumé :

Preface xv

About the Companion Website xix

1 Understanding Best Practices 1

1.0 Introduction 1

1.1 W?rtsil? 2

1.2 Project Management Best Practices: 1945-1960 4

1.3 Project Management Best Practices: 1960-1985 5

1.4 Project Management Best Practices: 1985-2016 8

1.5 Project Management Best Practices: 2016-Present 13

1.6 Benefits Management Practice at Dubai Customs 14

1.7 An Executive's View of Project Management 19

1.8 The Growth of Nontraditional Projects 22

1.9 The Growth of the VUCA Environment 24

1.10 The Impact of the COVID- 19 Pandemic on Project Management 26

1.11 General Motors and Ventilators 30

1.12 Best Practices Process 33

1.13 Step 1: Definition of a Best Practice 34

1.14 Step 2: Seeking Out Best Practices 37

1.15 Dashboards and Scorecards 45

1.16 Key Performance Indicators 48

1.17 Manufacturing Best Practices in Action 54

1.18 Step 3: Validating the Best Practice 57

1.19 Step 4: Levels of Best Practices 58

1.20 Step 5: Management of Best Practices 61

1.21 Step 6: Revalidating Best Practices 61

1.22 Step 7: What to Do with a Best Practice 62

1.23 Step 8: Communicating Best Practices Across the Company 63

1.24 Step 9: Ensuring Usage of the Best Practices 65

1.25 Common Beliefs 65

1.26 The Dark Side of Project Management Best Practices 67

1.27 Best Practices Library 67

1.28 Determining the Value of a Best Practice 69

1.29 ARAMCO Bolsters Innovation through Cutting- Edge Ideas 71

2 From Best Practice to Migraine Headache 75

2.0 Introduction 75

2.1 Good Intentions Becoming Migraines 76

2.2 Enterprise Project Management Methodology Migraine 77

2.3 Trade- Off Migraine 77

2.4 Customer Satisfaction Migraine 78

2.5 Migraine Resulting from Responding to Changing Customer Requirements 79

2.6 Reporting Level of the PMO Migraine 80

2.7 Cash Flow Dilemma Migraine 80

2.8 Scope Change Dilemma Migraine 81

2.9 Outsource or Not Migraine 82

2.10 Determining When to Cancel a Project Migraine 82

2.11 Providing Project Awards Migraine 83

2.12 Migraine from Having the Wrong Culture in Place 84

2.13 Migraines Due to Politics 85

2.14 Migraines Caused by the Seven Deadly Sins 92

2.15 Sources of Smaller Headaches 106

2.16 Ten Uglies of Projects 109

3 Journey to Excellence 119

3.0 Introduction 119

3.1 Strategic Planning for Project Management 122

3.2 Roadblocks to Excellence 130

3.3 Pain Points 131

3.4 Hitachi Ltd. 138

References 144

3.5 Farm Credit Mid- America Best Practices 150

References 154

3.6 NCS Integrated Delivery Methods (IDM) & Project Management Method (PMM) 155

3.7 Managing Change within Research and Development at Business Area Networks, Ericsson 162

3.8 Intel Corporation and Map Days 170

3.9 Apple Computer and Cell Phones 170

3.10 The Light at the End of the Tunnel 171

3.11 Managing Assumptions 173

3.12 Project Governance 174

3.13 Seven Fallacies That Delay Project Management Maturity 175

3.14 Motorola 178

3.15 Texas Instruments 179

3.16 Naviair: On Time- On Budget 180

3.17 Avalon Power and Light 190

3.18 Roadway Express 191

3.19 Kombs Engineering 193

3.20 Williams Machine Tool Company 194

4 Project Management Methodologies 197

4.0 Introduction 197

4.1 Excellence Defined 198

4.2 Recognizing the Need for Methodology Development 198

4.3 Enterprise Project Mana...

Biographie:

Harold Kerzner, Ph.D., is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP^? or global equivalent each year....

Sommaire:
PROJECT MANAGEMENT BEST PRACTICES

Best practices from 50+ world-class organizations to improve project management, add business value, and increase benefit realization

Featuring senior executives and project managers from more than 50 world-class companies offering their best practices for successful project management implementation, the newly revised Fifth Edition of Project Management Best Practices contains updates throughout to reflect the latest project management best practices that add value and efficiency to every level of an organization. The text offers guidance on a wide range of project management best practices, with new coverage of the impact of COVID-19, the growth of nontraditional projects, cultural and emotional intelligence, and much more.

Project Management Best Practices features insights and best practices from world class organizations like Siemens, Deloitte, GEA, Heineken, Sony, Dubai Customs, Philips Medical, IBM, Boeing, Comau, and Hitachi. Case studies from many of these organizations are included in each chapter to practically illustrate various concepts. This Fifth Edition includes updated information from companies covered in the earlier books along with contributions from new companies.

Project Management Best Practices includes information on:

• Project management best practices throughout modern history and how the best of intentions can quickly become migraines
• Responding to changing customer requirements, what to do when the wrong culture is in place, and handling the internal politics of any project
• Strategic planning for project management, roadblocks to excellence, and seven fallacies that delay project management maturity
• Recognizing the need for project management methodology development and where/how artificial intelligence (AI) slots into the project management field

Following the same successful format as its predecessor in terms of content, the Fifth Edition of Project Management Best Practices is an essential resource for senior level and middle level corporate managers, project and team managers, engineers, project team members, business consultants, and students in related programs of study....