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| Introduction | |
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| Permissions | |
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| Building Foundational Knowledge | |
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| Project Management as a Business Function | |
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| A Few Revelations as We Begin | |
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| The Landscape of Project Management Is Changing | |
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| How Expectations of Projects Are Changing | |
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| How Expectations of Project Managers Are Changing | |
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| How the Definition of Project Success Is Changing | |
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| Some Other Significant Changes | |
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| Adopting a Total Asset Life Cycle Focus | |
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| So...How Are Projects Connected to the "Bottom Line," Anyway? | |
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| The Core of Business Knowledge: Finance and Accounting | |
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| Finance: The Basics | |
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| What Is Financial Management? | |
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| How Are Projects Financed? | |
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| The Weighted Average Cost of Capital | |
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| The Cash Management Cycle | |
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| Accounting: The Basics | |
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| What is GAAP? | |
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| Measuring Financial Health: The Balance Sheet | |
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| Measuring Profit: The Income Statement | |
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| Measuring the Way Money Moves: The Cash Flow Statement | |
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| Making Sense of Financial Statements by Using Ratio Analysis | |
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| Financial Accounting versus Managerial Accounting | |
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| Fundamentals of Organizational Management | |
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| What Is Organizational Management? | |
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| Historical Perspectives | |
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| Sound Organizational Management through Sound Organizational Planning | |
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| Elements of Strategic Planning | |
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| Primary Competitive Strategy | |
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| Situation Analysis | |
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| Elements of Tactical Planning | |
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| Competitive Advantage | |
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| Structural Design | |
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| Elements of Operational Planning | |
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| Overarching Linkages in Organizational Planning | |
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| Information Management Configuration | |
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| Business Process Management | |
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| The Value Chain of Business Functions | |
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| How Organizations Improve their Business Processes | |
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| Cost Management in Organizations | |
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| Organizational Budgeting and Control | |
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| The Basic Process of Budgeting | |
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| The Master Budget | |
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| Relating the Master Budget to Projects | |
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| The Responsibility Center: Concept and Practice | |
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| About Cost Accounting Systems | |
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| Fixed Costs, Variable Costs, and Mixed Costs | |
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| Costs Related to Management and Operations | |
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| Costs Related to Quality Management | |
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| Costs Related to Buying and Selling | |
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| Costs Related to Project Economics | |
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| Applying Sound Business Practices at the Enterprise Level | |
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| Project Portfolio Management, Phase I: Identifying the "Right" Business Initiatives | |
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| About the Process of Capital Budgeting | |
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| Project Portfolio Management: Moving in the Direction of Business | |
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| The Benefits of Using a Project Portfolio Management Approach | |
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| Guiding Principles of the Project Portfolio Management Approach | |
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| The Basic Building Blocks of the Project Portfolio Management Processes | |
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| Project Portfolio Management: A Three-Phase Process | |
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| Project Portfolio Management: Step by Step | |
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| Phase I: Identifying, Quantifying, and Financing the Right Business Initiatives | |
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| The Start of Portfolio Development: Identifying Long-Range Goals | |
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| Identifying Quantified Business Initiatives (Strategic and Operational) | |
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| Establishing a Project Financing Strategy | |
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| How Can You Be Sure You Have a Sound Approach to Identifying the "Right" Initiatives? | |
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| The Biggest Challenge in Identifying the "Right" Initiatives: Knowing When to Stop | |
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| Project Portfolio Management, Phase II: Identifying, Categorizing, and Prioritizing Project Solutions | |
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| Identifying Solutions to Address Business Initiatives | |
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| Introduction to the Alternative Identification and Analysis Process | |
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| Alternative Identification and Analysis: Step by Step | |
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| Configuring the Portfolio Categories | |
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| Prioritizing Projects within Portfolio Categories: Why and How | |
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| An Overview of the Attribute Scoring Methodology | |
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| Putting It All Together: The Weighted Factor Scoring Matrix | |
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| Project Portfolio Management, Phase III: Selecting, Launching, and Coordinating Projects | |
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| The Project Listing Process: A Review | |
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| Selecting the Best Projects and Constructing the Final Portfolio Listing | |
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| Understanding the Difference between Justification, Selection, and Authorization | |
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| Avoiding the "Selected, but Not Justified" Syndrome | |
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| Applying Project Screening Techniques | |
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| Guidelines for Administering an Effective Project Prioritization Process | |
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| Knowing Where to "Draw the Line: It's All about Limitations | |
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| Conducting a Final Portfolio Review | |
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| Developing a Project Launch Sequence | |
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| Considerations During Project Initiation | |
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| Conduct Post-Project (and Portfolio) Audits | |
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| Applying Sound Business Practices at the Project Level | |
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| Project Economics, Part I: Foundational Principles | |
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| The Time Value of Money | |
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| Future Value and Compounding | |
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| Present Value and Discounting | |
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| Three Methods for Calculating the Time Value of Money | |
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| Rate of Return: The Basics | |
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| Discounted Cash Flow Methodology | |
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| Project Economics, Part II: Preparing for a Project Financial Analysis | |
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| The Anatomy of Project Cash Flow | |
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| The Foundation of Any Financial Analysis: The Cash Flow Chart | |
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| The Process of Identifying and Modeling the Cash Flows of a Project | |
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| Guidelines for Modeling Cash Flows | |
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| Proper Treatment of Special Cash Flow Types | |
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| Three Basic Project Cash Flow Models | |
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| Project Economics, Part III: Performing a Project Financial Analysis | |
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| Separating Fact from Fiction in the Project Financial Analysis Process | |
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| The Four Basic Financial Metrics | |
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| Performing a Project Financial Analysis: A Comprehensive Example | |
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| Calculating the Four Basic Financial Metrics | |
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| Putting the Financial Metrics Together: Evaluating the Investment | |
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| Financial Analysis in Reverse: Calculating the Maximum Justifiable Project Cost | |
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| Enhancing the Financial Analysis Process by Introducing Risk | |
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| Risk Management, Decision-Making, and Business | |
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| The Objectives of Risk Management and Decision-Making | |
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| Dealing with Risk and Uncertainty in Business Decisions | |
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| Risk and Uncertainty: A Quick Refresher | |
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| Sources of Business and Financial Uncertainty in Project Investment Decisions | |
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| Reducing Risk by Using Higher-Quality Information | |
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| Reducing Risk by Modifying Financial Analysis Process Parameters | |
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| Using Sensitivity Analysis as Part of the Financial Analysis Process | |
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| Identifying the Appropriate Variables for a Sensitivity Analysis | |
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| Performing a One-Dimensional Sensitivity Analysis | |
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| Performing a Multidimensional Sensitivity Analysis | |
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| Performing Sensitivity Analysis using Monte Carlo Simulation | |
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| Using Break Even Analysis for Business Decisions | |
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| Using Decision Trees in Financially Based Decision-Making | |
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| Preparing the Business Case | |
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| Business Cases and Business Case Preparation | |
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| Why Use a Business Case Approach? | |
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| What Is a Business Case? | |
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| General Applications of Business Cases | |
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| Benefits of Using a Formal Business Case Approach | |
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| Conditions that Trigger a Formal Business Case Approach | |
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| Who Prepares the Business Case? | |
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| The Business Case Development Process | |
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| Critical Success Factors in Business Case Development | |
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| Qualities of a Well-Prepared Business Case | |
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| Recommended Business Case Structure: An Overview | |
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| Appendixes | |
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| Guidelines for Preparing a Project Business Case | |
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| Interest Tables | |
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| Glossary | |
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| Index | |