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

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

  • Published: September 2009
  • Region: Global
  • 288 Pages
  • John Wiley and Sons Ltd

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 values READ MORE >

Preface.

Acknowledgements.

Chapter 1: HOW PROJECT MANAGEMENT HAS CHANGED.

Why Traditional Project Management May Not Work.

Today’s View of Project Management.

Changing Views of Project Management.

Recognizing the Need for Change.

Chapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS.

Changing Times.

Not Meeting the Triple Constraint.

Defining Project and Program Success.

Redefining the Triple Constraint Success Criteria.

Definition of Success.

Chapter 3: THE IMPORTANCE OF VALUE.

Success.

Types of Value.

Return on Investment (ROI).

Types of Business Values.

Changing Values.

Chapter 4: THE STAKEHOLDERS: VIEW OF VALUE.

Stakeholder Perception.

Classification of Stakeholders.

The Sydney, Australia Opera House.

Apple’s Lisa Computer.

Denver International Airport.

Balancing Stakeholder’s Needs.

Traditional Conflicts over Values.

Project Management Value Conflicts.

Value Perceptions within a Project.

Chapter 5: THE COMPONENTS OF SUCCESS.

Four Cornerstones of Success.

Categories of Success.

Categories of Values.

Deciding on the Quadrant.

Internal Values.

Financial Values.

Future Values.

Customer-Related Values.

Reasons for Internal Value Failure.

Reasons for Financial Value Failure.

Reasons for Future Value failure.

Reasons for Customer-Related Value Failure.

Antares Solutions.

General Electric (Plastics Group).

Asea, Brown & Boveri (ABB).

Westfield Group.

Computer Associates Technology Services.

Convergent Computing.

Motorola.

Automotive Suppliers Sector.

Banking Sector.

Commodity Products (Manu.) Sector.

Large Companies.

Small Companies.

Chapter 6: SUCCESS AND BEST PRACTICES.

From Values to Best Practices (BP).

Two Components of Success.

Redefining Value Metrics (CSF & KPI).

The Need for Changing Metrics.

Project Management Office Involvement.

Discovery of Best Practices.

The Debriefing Pyramid.

Disclosure of Best Practices.

Levels of Success in Obtaining Values.

Project Management Knowledge.

Project Management Benchmarking.

Sharing Values during Benchmarking.

Intellectual Property Cost versus Value.

Implementation Failures.

Chapter 7: THE VALUE CONTINUUM.

The Timing of Values.

The Value Continuum.

Barriers along the Continuum.

Activities to Speed Up the Value Continuum.

The Value Continuum and the PMMM.

Value Management Life Cycle Phases.

Value Identification Phase: Business Case.

Business Drivers Phase: Business Drivers.

Measurement Phase: KPI.

Value Realization Phase: Value (Benefits).

Customer Satisfaction Management Phase: Continuous Improvement.

Chapter 8: ASSIGNING VALUE THROUGH OBJECTICES.

Types of Performance Reports.

Benefits and Value at Completion.

Determining Benefits (Value) at Completion.

Establishing the Business Objectives.

Estimating Approaches.

Project Plans.

Business Plans.

Cancelling Projects.

Marrying Project Management and Program Management.

Chapter 9: VALUE LEADERSHIP AND SENIOR MANAGEMENT.

The Evolution of Leadership.

Measurements and Triggers.

What do Executives want to Hear?

Critical Issue for the Selling Process.

Threats that Executives Face.

Project Management Success versus Maturity.

Conclusions.

Index.

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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