Project Management Best Practices: Achieving Global Excellence. 4th Edition

  • ID: 4412666
  • Book
  • Region: Global
  • 784 Pages
  • John Wiley and Sons Ltd
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The comprehensive guide to project management implementation, updated with the latest in the field

Project management has spread beyond the IT world to become a critical part of business in every sphere; built on efficiency, analysis, and codified practice, professional project management leads to the sort of reproducible results and reliable processes that make a business successful. Project Management Best Practices provides implementation guidance for every phase of a project, based on the real–world methodologies from leading companies around the globe. Updated to align with the industry s latest best practices, this new Fourth Edition includes new discussion on Agile and Scrum, tradeoffs and constraints, Portfolio PMO   tools, and much more.

  • Get up–to–date information on the latest best practices that add value at every level of an organization
  • Gain insight from more than 50 project managers at world–class organizations including Airbus, Heineken, RTA, IBM, Hewlett–Packard, Sony, Cisco, Nokia, and more
  • Delve deeper into implementation guidance for Agile, Scrum, and Six Sigma
  • Explore more efficient methodologies, training, measurement, and metrics that boost organization–wide performance
  • Adopt new approaches to culture and behavioral excellence, including conflict resolution, situational leadership, proactive management, staffing, and more

Ideal for both college and corporate training, this book is accompanied by an Instructor s Manual and PowerPoint lecture slides that bring project management concepts right into the classroom. As the field continues to grow and evolve, it becomes increasingly important to stay current with new and established practices; this book provides comprehensive guidance on every aspect of project management, with invaluable real–world insight from leaders in the field.

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Preface xiii

1 UNDERSTANDING BEST PRACTICES 1

1.0 Introduction 1

1.1 WÄRTSILÄ 2

1.2 Project Management Best Practices: 1945 1960 3

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 18

1.8 Best Practices Process 21

1.9 Step 1: Definition of a Best Practice 23

1.10 Step 2: Seeking Out Best Practices 25

1.11 Dashboards and Scorecards 35

1.12 Key Performance Indicators 39

1.13 Step 3: Validating the Best Practice 43

1.14 Step 4: Levels of Best Practices 45

1.15 Step 5: Management of Best Practices 47

1.16 Step 6: Revalidating Best Practices 48

1.17 Step 7: What to Do with a Best Practice 48

1.18 Step 8: Communicating Best Practices across the Company 49

1.19 Step 9: Ensuring Usage of the Best Practices 51

1.20 Common Beliefs 51

1.21 Best Practices Library 53

1.22 Hewlett–Packard: Best Practices in Action 55

2 FROM BEST PRACTICE TO MIGRAINE HEADACHE 59

2.0 Introduction 59

2.1 Good Intentions Becoming Migraines 60

2.2 Enterprise Project Management Methodology Migraine 61

2.3 Trade–off Migraine 61

2.4 Customer Satisfaction Migraine 64

2.5 Migraine Resulting from Responding to Changing Customer Requirements 65

2.6 Reporting Level of the PMO Migraine 65

2.7 Cash Flow Dilemma Migraine 66

2.8 Scope Change Dilemma Migraine 67

2.9 Outsource or Not Migraine 68

2.10 Determining When to Cancel a Project Migraine 68

2.11 Providing Project Awards Migraine 69

2.12 Migraine from Having the Wrong Culture in Place 70

2.13 Migraines Due to Politics 71

2.14 Migraines Caused by the Seven Deadly Sins 78

2.15 Sources of Smaller Headaches 91

2.16 Ten Uglies of Projects 94

3 JOURNEY TO EXCELLENCE 103

3.0 Introduction 103

3.1 Strategic Planning for Project Management 106

3.2 Roadblocks to Excellence 114

3.3 Hitachi Ltd. 115

References 121

3.4 RTA s Top Management Support for Project Management Excellence 126

Levels of PMO Hierarchy 129

Top Management and Mega Projects 133

Push for Knowledge Sharing 137

3.5 Intel Corporation and Map Days 141

3.6 Apple Computer and Cell Phones 142

3.7 The Light at the End of the Tunnel 142

3.8 Pursuit Healthcare Advisors 144

3.9 Managing Assumptions 148

3.10 Managing Assumptions in Conservation Projects WWF 149

3.11 Project Governance 153

3.12 Seven Fallacies That Delay Project Management Maturity 154

3.13 Motorola 157

3.14 Texas Instruments 158

3.15 Hewlett–Packard: Recognizing the Need 160

3.16 Hewlett–Packard: The Journey and the Obstacles 162

3.17 Naviair: On Time On Budget 169

3.18 Avalon Power and Light 178

3.19 Roadway Express 180

3.20 Kombs Engineering 181

3.21 Williams Machine Tool Company 182

4 PROJECT MANAGEMENT METHODOLOGIES 185

4.0 Introduction 185

4.1 Excellence Defi ned 186

4.2 Recognizing the Need for Methodology Development 187

4.3 Enterprise Project Management Methodologies 191

4.4 Benefi ts of a Standard Methodology 196

4.5 Critical Components 197

4.6 Airbus Space and Defence: Integration of the APQP Methodology within Project Life Cycle 199

4.7 Project Quality Gates Structured Approach to Ensure Project Success 201

4.8 Airbus Space and Defense: Integrated Multilevel Schedules 205

4.9 Técnicas Reunidas 208

4.10 Yanfeng Global Automotive Interior Systems Co. Ltd. 214

4.11 Sony Corporation and Earned Value Management 216

4.12 Project Management Tools and Socialized Project Management 220

4.13 Artifi cial Intelligence and Project Management 221

4.14 Life–Cycle Phases 223

4.15 Expanding Life–Cycle Phases 224

4.16 Churchill Downs Incorporated 224

4.17 Indra: The Need for a Methodology 226

4.18 Implementing the Methodology 228

4.19 Implementation Blunders 229

4.20 Overcoming Development and Implementation Barriers 230

4.21 Wärtsilä: Recognizing the Need for Supporting Tools 230

4.22 General Motors Powertrain Group 232

4.23 Ericsson Telecom AB 233

4.24 Indra: Closing the Project 236

4.25 Rockwell Automation: Quest for a Common Process 238

4.26 Sherwin–Williams 243

4.27 Hewlett–Packard 247

4.28 Airbus Space and Defence: Golden Rules in Project Management 248

4.29 When Traditional Methodologies May Not Work 251

5 INTEGRATED PROCESSES 255

5.0 Introduction 255

5.1 Understanding Integrated Management Processes 256

5.2 Evolution of Complementary Project Management Processes 257

5.3 Zurich America Insurance Company 261

5.4 Total Quality Management 262

5.5 Concurrent Engineering 267

5.6 Risk Management 268

5.7 Wärtsilä: The Need for Proactive Risk Management 271

5.8 Indra: When a Risk Becomes Reality (Issue Management) 272

5.9 The Failure of Risk Management 276

5.10 Defi ning Maturity Using Risk Management 277

5.11 Boeing Aircraft Company 278

5.12 Change Management 278

5.13 Other Management Processes 279

6 CULTURE 281

6.0 Introduction 281

6.1 Creation of a Corporate Culture 282

6.2 Corporate Values 284

6.3 Types of Cultures 285

6.4 Corporate Cultures at Work 287

6.5 GEA and Heineken Collaboration: A Learning Experience 289

6.6 Indra: Building a Cohesive Culture 295

6.7 DFCU Financial 299

6.8 Hewlett–Packard 316

6.9 Barriers to Implementing Project Management in Emerging Markets 317

7 MANAGEMENT SUPPORT 325

7.0 Introduction 325

7.1 Visible Support from Senior Managers 325

7.2 Project Sponsorship 326

7.3 Excellence in Project Sponsorship 331

7.4 The Need for a Project Cancellation Criteria 331

7.5 Hewlett–Packard Sponsorship in Action 333

7.6 Zurich America Insurance Company: Improving Stakeholder Engagement 333

7.7 Project Governance 335

7.8 Tokio Marine: Excellence in Project Governance 337

7.9 Empowerment of Project Managers 343

7.10 Management Support at Work 344

7.11 Getting Line Management Support 347

7.12 Initiation Champions and Exit Champions 347

8 TRAINING AND EDUCATION 353

8.0 Introduction 353

8.1 Training for Modern Project Management 353

8.2 Need for Business Education 355

8.3 SAP: Importance of a Project Management Career Path 356

8.4 Program Management Training at thyssenkrupp North America 358

8.5 International Institute for Learning 360

8.6 Identifying the Need for Training 364

8.7 Selecting Participants 365

8.8 Fundamentals of Project Management Education 366

8.9 Some Changes in Project Management Education 367

8.10 Designing Courses and Conducting Training 368

8.11 Measuring the Return on Investment on Education 371

8.12 Project Management Is Now a Profession 372

8.13 Competency Models 373

8.14 Harris Corporation 385

8.15 Nokia: Recognizing the Value of Project Management Excellence 390

8.16 Hewlett–Packard 393

9 INFORMAL PROJECT MANAGEMENT 395

9.0 Introduction 395

9.1 Informal versus Formal Project Management 395

9.2 Trust 398

9.3 Communication 399

9.4 Cooperation 401

9.5 Teamwork 402

9.6 Color–Coded Status Reporting 403

9.7 Crisis Dashboards 403

9.8 Informal Project Management at Work 406

10 BEHAVIORAL EXCELLENCE 409

10.0 Introduction 409

10.1 Situational Leadership 409

10.2 Confl ict Resolution 412

10.3 Staffi ng for Excellence 414

10.4 Virtual Project Teams 416

10.5 Rewarding Project Teams 418

10.6 Keys to Behavioral Excellence 421

10.7 Proactive versus Reactive Management 425

11 MEASURING RETURN ON INVESTMENT ON PROJECT MANAGEMENT TRAINING DOLLARS 429

11.0 Introduction 429

11.1 Project Management Benefi ts 430

11.2 Growth of ROI Modeling 431

11.3 The ROI Model 432

11.4 Planning Life–Cycle Phase 433

11.5 Data Collection Life–Cycle Phase 434

11.6 Data Analysis Life–Cycle Phase 437

11.7 Reporting Life–Cycle Phase 441

11.8 Conclusions 441

12 THE PROJECT OFFICE 443

12.0 Introduction 443

12.1 Boeing 446

12.2 Philips Business Group Patient Care and Monitoring Services 448

12.3 NTT DATA 457

12.4 Cisco Systems 466

12.5 Churchill Downs Incorporated: Establishing a PMO 468

12.6 Churchill Downs Incorporated: Managing Scope Changes 469

12.7 Types of Project Offi ces 473

12.8 Hewlett–Packard 475

12.9 Star Alliance 477

12.10 Project Audits and the PMO 478

12.11 Project Health Checks 482

12.12 PMO of the Year Award 484

13 SIX SIGMA AND THE PROJECT MANAGEMENT OFFICE 493

13.0 Introduction 493

13.1 Project Management Six Sigma Relationship 493

13.2 Involving the PMO 494

13.3 Traditional versus Nontraditional Six Sigma 495

13.4 Understanding Six Sigma 498

13.5 Six Sigma Myths 500

13.6 Use of Assessments 502

13.7 Project Selection 504

13.8 Typical PMO Six Sigma Projects 506

14 PROJECT PORTFOLIO MANAGEMENT 509

14.0 Introduction 509

14.1 The Portfolio Management Journey at Nordea 510

14.2 Resource Management as Part of Portfolio Management at Nordea 512

14.3 Involvement of Senior Management, Stakeholders, and the PMO 515

14.4 Project Selection Obstacles 520

14.5 Identifi cation of Projects 520

14.6 Preliminary Evaluation 524

14.7 Strategic Selection of Projects 525

14.8 Strategic Timing 528

14.9 Analyzing the Portfolio 529

14.10 Problems with Meeting Expectations 531

14.11 Portfolio Management at Rockwell Automation 533

14.12 WWF World Wide Fund for Nature (also Known as World Wildlife Fund) 535

15 GLOBAL PROJECT MANAGEMENT EXCELLENCE 539

15.0 Introduction 539

15.1 IBM 540

15.2 Citigroup, Inc. 557

15.3 Microsoft Corporation 561

15.4 Deloitte: Enterprise Program Management 573

15.5 Comau 594

15.6 Fluor Corporation: Knowledge Management for Project Execution 611

15.7 Siemens PLM Software: Developing a Global Project Management Methodology 624

16 VALUE–DRIVEN PROJECT MANAGEMENT 633

16.0 Introduction 633

16.1 Value over the Years 634

16.2 Values and Leadership 636

17 EFFECT OF MERGERS AND ACQUISITIONS ON PROJECT MANAGEMENT 653

17.0 Introduction 653

17.1 Planning for Growth 653

17.2 Project Management Value–Added Chain 654

17.3 Preacquisition Decision Making 657

17.4 Landlords and Tenants 662

17.5 Some Best Practices When Companies Work Together 663

17.6 Integration Results 664

17.7 Value Chain Strategies 667

17.8 Failure and Restructuring 668

18 AGILE AND SCRUM 671

18.0 Introduction 671

18.1 Introduction to Agile Delivery 673

18.2 Introduction to Scrum 687

18.3 Deloitte and Enterprise Value Delivery for Agile Method 703

18.4 The Risk of Metric Mania 710

19 BENEFITS REALIZATION AND VALUE MANAGEMENT 715

19.0 Introduction 715

19.1 Understanding the Terminology 715

19.2 Redefi ning Project Success 718

19.3 Value–Drive Project Management 720

19.4 Benefi ts Harvesting 721

19.5 The Business Case 722

19.6 Timing for Measuring Benefi ts and Value 723

19.7 Investment Life–Cycle Phases 724

19.8 Categories of Benefi ts and Value 729

19.9 Converting Benefi ts to Value 732

19.10 Go–Live Project Management 732

19.11 Portfolio Benefi ts and Value 732

19.12 Alignment to Strategic Objectives 734

19.13 Causes of Complete or Partial BRM Failure 736

19.14 Conclusion 737

INDEX 739

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Harold Kerzner
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