Project management best practices : achieving global excellence /: achieving global excellence. (2023)

• Record Type: Book
• Further Information: Note: Harold Kerzner.
• Authors: Kerzner, Harold
• Other Names: International Institute for Learning
• Contents: Preface xv About the Companion Website xix 1 Understanding Best Practices 1 1.0 Introduction 1 1.1 Wärtsilä 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 Management Methodologies 202 4.4 Benefits of a Standard Methodology 207 4.5 Critical Components 208 4.6 Valmet Customer Project Management 211 4.7 Project Quality Gates— Structured Approach to Ensure Project Success 214 4.8 Técnicas Reunidas 219 4.9 Sony Corporation and Earned Value Management 225 Further Reading 229 4.10 Project Management Tools and Socialized Project Management 229 4.11 Artificial Intelligence and Project Management 230 4.12 Life- Cycle Phases 232 4.13 Expanding Life- Cycle Phases 233 4.14 Churchill Downs Incorporated 234 4.15 Indra: The Need for a Methodology 235 4.16 Implementing the Methodology 237 4.17 Implementation Blunders 238 4.18 Overcoming Development and Implementation Barriers 238 4.19 Wärtsilä: Recognizing the Need for Supporting Tools 239 4.20 General Motors Powertrain Group 240 4.21 Indra: Closing the Project 242 4.22 When Traditional Methodologies May Not Work 244 5 Integrated Processes 249 5.0 Introduction 249 5.1 Understanding Integrated Management Processes 250 5.2 Evolution of Complementary Project Management Processes 251 5.3 Total Quality Management 255 5.4 Concurrent Engineering 260 5.5 Risk Management 261 5.6 Wärtsilä: The Need for Proactive Risk Management 264 5.7 Indra: When a Risk Becomes Reality (Issue Management) 266 5.8 The Failure of Risk Management 269 5.9 Defining Maturity Using Risk Management 270 5.10 Boeing Aircraft Company 271 5.11 Change Management 271 5.12 Other Management Processes 272 6 Culture 275 6.0 Introduction 275 6.1 Creation of a Corporate Culture 276 6.2 Corporate Values 278 6.3 Types of Cultures 279 6.4 Corporate Cultures at Work 281 6.5 GEA and Heineken Collaboration: A Learning Experience 284 6.6 Indra: Building a Cohesive Culture 294 6.7 Barriers to Implementing Project Management in Emerging Markets 298 7 Management Support 307 7.0 Introduction 307 7.1 Visible Support from Senior Managers 307 7.2 Project Sponsorship 308 7.3 Excellence in Project Sponsorship 313 7.4 When Sponsorship Fails 313 References 320 7.5 The Need for a Project Cancellation Criteria 320 7.6 Project Governance 321 7.7 Tokio Marine: Excellence in Project Governance 324 7.8 Empowerment of Project Managers 330 7.9 Management Support at Work 331 7.10 Getting Line Management Support 334 7.11 Initiation Champions and Exit Champions 334 8 Training and Education 339 8.0 Introduction 339 8.1 Training for Modern Project Management 339 8.2 Need for Business Education 341 8.3 SAP: Importance of a Project Management Career Path 342 8.4 International Institute for Learning 343 8.5 Identifying the Need for Training 348 8.6 Selecting Participants 349 8.7 Fundamentals of Project Management Education 349 8.8 Some Changes in Project Management Education 350 8.9 Designing Courses and Conducting Training 352 8.10 Measuring the Return on Investment in Education 354 8.11 Project Management is Now a Profession 356 8.12 Competency Models 357 9 Informal Project Management 359 9.0 Introduction 359 9.1 Informal Versus Formal Project Management 359 9.2 Trust 362 9.3 Communication 363 9.4 Cooperation 366 9.5 Teamwork 366 9.6 Color- Coded Status Reporting 367 9.7 Crisis Dashboards 368 9.8 The Risks of Using Informal Project Management 370 10 Behavioral Excellence 373 10.0 Introduction 373 10.1 Situational Leadership 373 10.2 Cultural Intelligence 376 10.3 Emotional Intelligence 377 10.4 Conflict Resolution 378
• Edition: Fifth edition
• Publisher Details: Hoboken : John Wiley & Sons, Inc
• Publication Date: 2023
• Extent: 1 online resource (736 pages), illustrations (black and white), map (black and white)
• Subjects: 658.404; Project management -- Methodology
• Languages: English
• ISBNs: 9781394179220
• Notes: Note: Includes bibliographical references and index.; Note: Description based on CIP data; resource not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.