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Value-Driven Project Management. The IIL/Wiley Series in Project Management

  • ID: 2241757
  • September 2009
  • 288 Pages
  • John Wiley and Sons Ltd
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In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure.

Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value.

Responding to the needs of today's project managers, Value–Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business READ MORE >

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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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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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