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Table of Contents:

• Machine generated contents note: 1. Understanding Best Practices
• 1.0. Introduction
• 1.1. Wartsila
• 1.2. Project Management Best Practices: 1945-1960
• 1.3. Project Management Best Practices: 1960-1985
• 1.4. Project Management Best Practices: 1985-2014
• 1.5. Executive's View of Project Management
• 1.6. Best Practices Process
• 1.7. Step 1: Definition of a Best Practice
• 1.8. Step 2: Seeking Out Best Practices
• 1.9. Dashboards and Scorecards
• 1.10. Key Performance Indicators
• 1.11. Step 3: Validating the Best Practice
• 1.12. Step 4: Levels of Best Practices
• 1.13. Step 5: Management of Best Practices
• 1.14. Step 6: Revalidating Best Practices
• 1.15. Step 7: What to Do with a Best Practice
• 1.16. Step 8: Communicating Best Practices across the Company
• 1.17. Step 9: Ensuring Usage of the Best Practices
• 1.18. Common Beliefs

• 1.19. Best Practices Library
• 1.20. Hewlett-Packard: Best Practices in Action
• 1.21. DTE Energy
• 1.22. Consultant's View of Project Management and Best Practices
• 2. From Best Practice to Migraine Headache
• 2.0. Introduction
• 2.1. Good Intentions Becoming Migraines
• 2.2. Enterprise Project Management Methodology Migraine
• 2.3. Customer Satisfaction Migraine
• 2.4. Migraine Resulting from Responding to Changing Customer Requirements
• 2.5. Reporting Level of the PMO Migraine
• 2.6. Cash Flow Dilemma Migraine
• 2.7. Scope Change Dilemma Migraine
• 2.8. Outsource or Not Migraine
• 2.9. Determining When to Cancel a Project Migraine
• 2.10. Providing Project Awards Migraine
• 2.11. Migraine from Having the Wrong Culture in Place
• 2.12. Migraines due to Politics
• 2.13. Migraines Caused by the Seven Deadly Sins
• 2.14. Sources of Smaller Migraines
• 2.15. Ten Uglies of Projects
• References
• 3. Journey to Excellence
• 3.0. Introduction
• 3.1. Strategic Planning for Project Management
• 3.2. Hitachi Ltd.
• 3.3. KONE: The Project Management Challenge
• 3.4. Light at the End of the Tunnel
• 3.5. Goodyear
• 3.6. Managing Assumptions
• 3.7. Managing Assumptions in Conservation Projects
• -WWF International
• 3.8. Project Governance
• 3.9. Seven Fallacies That Delay Project Management Maturity
• 3.10. Motorola
• 3.11. Texas Instruments
• 3.12. Hewlett-Packard: Recognizing the Need
• 3.13. Hewlett-Packard: The Journey and the Obstacles
• 3.14. CooperStandard
• 3.15. Naviair: On Time
• -on Budget
• 3.16. DTE Energy
• 3.17. Key Plastics
• 3.18. ILLUMINAT and the Strategic Business of Project Management
• 3.19. Avalon Power and Light
• 3.20. Roadway Express
• 3.21. Defcon Corporation
• 3.22. Kombs Engineering
• 3.23. Williams Machine Tool Company
• 4. Project Management Methodologies
• 4.0. Introduction
• 4.1. Excellence Defined
• 4.2. Recognizing the Need for Methodology Development
• 4.3. Enterprise Project Management Methodologies
• 4.4. Benefits of a Standard Methodology
• 4.5. Critical Components
• 4.6. SAP
• 4.7. Cassidian: Integrated Multilevel Schedules
• 4.8. Tecnicas Reunidas
• 4.9. Teradyne: From Myth to Reality
• 4.10. Slalom Consulting: Project Management Functions
• 4.11. Slalom Consulting: Replacing Methodologies with Frameworks
• 4.12. Life-Cycle Phases
• 4.13. Expanding Life-Cycle Phases
• 4.14. Churchill Downs, Incorporated
• 4.15. Indra: The Need for a Methodology
• 4.16. Implementing the Methodology
• 4.17. Implementation Blunders
• 4.18. Overcoming Development and Implementation Barriers
• 4.19. Project Management Tools
• 4.20. Wartsila: Recognizing the Need for Supporting Tools
• 4.21. Tech Mahindra Limited: Project Process Monitoring
• 4.22. Tech Mahindra Limited: Customer Delight Index for Projects
• 4.23. General Motors Powertrain Group
• 4.24. Ericsson Telecom AB
• 4.25. Indra: Closing the Project
• 4.26. Repsol: The Repsol E&P GIP® Methodology
• -The Project Quality Management Process Applied to Decision Making
• 4.27. Rockwell Automation: Quest for a Common Process
• 4.28. Sherwin-Williams
• 4.29. Medical Mutual
• 4.30. Holcim
• 4.31. Westfield Group
• 4.32. Hewlett-Packard
• 4.33. DTE Energy
• 4.34. ALSTOM
• 4.35. Cassidian: Golden Rules in Project Management
• 4.36. When Traditional Methodologies May Not Work
• 5. Integrated Processes
• 5.0. Introduction
• 5.1. Understanding Integrated Management Processes
• 5.2. Evolution of Complementary Project Management Processes
• 5.3. Zurich America Insurance Company
• 5.4. Total Quality Management
• 5.5. Concurrent Engineering
• 5.6. Risk Management
• 5.7. Wartsila: The Need for Proactive Risk Management
• 5.8. ILLUMINAT: Effective Risk Management
• 5.9. Indra: When a Risk Becomes Reality (Issue Management)
• 5.10. Failure of Risk Management
• 5.11. Defining Maturity Using Risk Management
• 5.12. Boeing Aircraft Company
• 5.13. Change Management
• 5.14. Other Management Processes
• 5.15. Hewlett-Packard
• 5.16. Earned-Value Measurement
• 5.17. DTE Energy
• 6. Culture
• 6.0. Introduction
• 6.1. Creation of a Corporate Culture
• 6.2. Corporate Values
• 6.3. Types of Cultures
• 6.4. Corporate Cultures at Work
• 6.5. Indra: Building a Cohesive Culture
• 6.6. maxIT-VCS
• 6.7. DFCU Financial
• 6.8. ILLUMINAT (Trinidad & Tobago) Limited
• 6.9. DTE Energy
• 6.10. Hewlett-Packard
• 6.11. Barriers to Implementing Project Management in Emerging Markets
• 7. Management Support
• 7.0. Introduction
• 7.1. Visible Support from Senior Managers
• 7.2. Project Sponsorship
• 7.3. Excellence in Project Sponsorship
• 7.4. Hewlett-Packard Sponsorship in Action
• 7.5. Zurich America Insurance Company: Improving Stakeholder Engagement
• 7.6. Project Governance
• 7.7. Tokio Marine: Excellence in Project Governance
• 7.8. Empowerment of Project Managers
• 7.9. Management Support at Work
• 7.10. Getting Line Management Support
• 7.11. DTE Energy
• 7.12. Initiation Champions and Exit Champions
• 8. Training and Education
• 8.0. Introduction
• 8.1. Training for Modern Project Management
• 8.2. Need for Business Education
• 8.3. SAP: Importance of a Project Management Career Path
• 8.4. International Institute for Learning
• 8.5. Identifying the Need for Training
• 8.6. Selecting Students
• 8.7. Fundamentals of Project Management Education
• 8.8. Some Changes in Project Management Education
• 8.9. Designing Courses and Conducting Training
• 8.10. Measuring the Return on Investment on Education
• 8.11. Project Management Is Now a Profession
• 8.12. Competency Models
• 8.13. Harris Corporation
• 8.14. Alcatel-Lucent: Recognizing the Value of a PMP
• 8.15. Integrated Project Management at Tech Mahindra Limited
• 8.16. Hewlett-Packard
• 9. Informal Project Management
• 9.0. Introduction
• 9.1. Informal versus Formal Project Management
• 9.2. Trust
• 9.3. Communication
• 9.4. Cooperation
• 9.5. Teamwork
• 9.6. Color-Coded Status Reporting
• 9.7. Crisis Dashboards
• 9.8. Informal Project Management at Work
• 10. Behavioral Excellence
• 10.0. Introduction
• 10.1. Situational Leadership
• 10.2. Conflict Resolution
• 10.3. Staffing for Excellence
• 10.4. Virtual Project Teams
• 10.5. Rewarding Project Teams
• 10.6. Keys to Behavioral Excellence
• 10.7. Proactive versus Reactive Management
• 11. Measuring Return on Investment on Project Management Training Dollars
• 11.0. Introduction
• 11.1. Project Management Benefits
• 11.2. Growth of ROI Modeling
• 11.3. ROI Model
• 11.4. Planning Life-Cycle Phase
• 11.5. Data Collection Life-Cycle Phase
• 11.6. Data Analysis Life-Cycle Phase
• 11.7. Reporting Life-Cycle Phase
• 11.8. Conclusions
• 12. Project Office
• 12.0. Introduction
• 12.1. Boeing
• 12.2. Philips Healthcare Software Customer Services
• 12.3. maxIT-VCS
• 12.4. Aviva
• 12.5. Churchill Downs Incorporated (CDI): Establishing a PMO
• 12.6. Churchill Downs Incorporated (CDI): Managing Scope Changes
• 12.7. Types of Project Offices
• 12.8. Dell Inc.
• 12.9. Computer Sciences Corporation (CSC)
• 12.10. Slalom Consulting: Understanding the Nature of a PMO
• 12.11. DTE Energy
• 12.12. Chubb
• 12.13. Hewlett-Packard
• 12.14. Star Alliance
• 12.15. Project Audits and the PMO
• 12.16. Project Health Checks
• 12.17. PMO of the Year Award
• 13. Six Sigma and the Project Management Office
• 13.0. Introduction
• 13.1. Project Management
• -Six Sigma Relationship
• 13.2. Involving the PMO
• 13.3. Traditional versus Nontraditional Six Sigma
• 13.4. Understanding Six Sigma
• 13.5. Six Sigma Myths
• 13.6. Use of Assessments
• 13.7. Project Selection
• 13.8. Typical PMO Six Sigma Projects
• 14. Project Portfolio Management
• 14.0. Introduction
• 14.1. Why Use Portfolio Management?
• 14.2. Involvement of Senior Management, Stakeholders, and the PMO
• 14.3. Project Selection Obstacles
• 14.4. Identification of Projects
• 14.5. Preliminary Evaluation
• 14.6. Strategic Selection of Projects
• 14.7. Strategic Timing
• 14.8. Analyzing the Portfolio
• 14.9. Problems with Meeting Expectations
• 14.10. Portfolio Management at Rockwell Automation
• 14.11. World Wildlife Fund (WWF)
• 15. Global Project Management Excellence
• 15.0. Introduction
• 15.1. IBM
• Contents note continued: 15.2. Computer Associates Technologies (CA): Successful Project Delivery and Management
• 15.3. Microsoft Corporation
• 15.4. Deloitte: Enterprise Program Management
• 15.5. COMAU
• 15.6. Fluor Corporation: Knowledge Management for Project Execution
• 15.7. Siemens PLM Software: Developing a Global Project Management Methodology
• 16. Value-Driven Project Management
• 16.0. Introduction
• 16.1. Value over the Years
• 16.2. Values and Leadership
• 17. Effect of Mergers and Acquisitions on Project Management
• 17.0. Introduction
• 17.1. Planning for Growth
• 17.2. Project Management Value-Added Chain
• 17.3. Preacquisition Decision Making
• 17.4. Landlords and Tenants
• 17.5. Best Practices: Case Study on Johnson Controls, Inc.
• 17.6. Integration Results
• 17.7. Value Chain Strategies
• 17.8. Failure and Restructuring.

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Author/Creator:

Kerzner, Harold

Languages:

English

Language Notes:

Item content: English

Main Work:

Project management best practices: achieving global excellence [by Kerzner, H.]

Other Related Resources:

Print version: Project management best practices [by Kerzner, H.] (Third edition; Hoboken, New Jersey : John Wiley & Sons Inc., 2013 — ISBN 9781118657010; LCCN 2013034142)

Subjects:

Project management — Methodology

Project management — Case studies

Project management

Genres:

Case studies

General Notes:

Includes bibliographical references and index.
Electronic reproduction. Ipswich, MA Available via World Wide Web.
Description based on print version record and CIP data provided by publisher.

Physical Description:

1 online resource.

Digital Characteristics:

text file

Call Numbers:

HD69.P75 K4715 2014

ISBNs:

9781118835609
1118835603 (ePub)
9781118835678
1118835670 (Adobe PDF)
9781118657010 (cloth) [Invalid]

Library of Congress Control Numbers:

2013034525

OCLC Numbers:

869093850

Other Control Numbers:

688386 (source: EbpS)
[Unknown Type]: ybp11598354