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| Preface | |
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| Acknowledgments | |
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| International Institute for Learning, Inc. (IIL) | |
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| How Project Management has Changed | |
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| Why Traditional Project Management May Not Work | |
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| Today's View of Project Management | |
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| Changing Views of Project Management | |
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| Recognizing the Need for Change | |
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| Changing our Definition of Project Success | |
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| Changing Times | |
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| Not Meeting the Triple Constraint | |
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| Defining Project and Program Success | |
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| Redefining the Triple Constraint Success Criteria | |
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| Definition of Success | |
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| The Importance of Value | |
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| Success | |
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| Types of Value | |
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| Return on Investment (ROI) | |
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| Types of Business Values | |
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| Changing Values | |
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| The Stakeholders' View of Value | |
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| Stakeholder Perception | |
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| Classification of Stakeholders | |
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| The Sydney, Australia, Opera House | |
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| Apple's Lisa Computer | |
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| Denver International Airport | |
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| Balancing Stakeholders' Needs | |
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| Traditional Conflicts over Values | |
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| Project Management Value Conflicts | |
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| Value Perceptions within a Project | |
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| The Components of Success | |
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| Four Cornerstones of Success | |
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| Categories of Success | |
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| Categories of Values | |
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| Deciding on the Quadrant | |
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| Internal Values | |
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| Financial Values | |
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| Future Values | |
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| Customer-Related Values | |
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| Reasons for Internal Value Failure | |
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| Reasons for Financial Value Failure | |
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| Reasons for Future Value Failure | |
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| Reasons for Customer-Related Value Failure | |
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| Antares Solutions | |
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| General Electric (Plastics Group) | |
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| Asea Brown Boveri (ABB) | |
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| Westfield Group | |
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| Computer Associates Technology Services | |
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| Convergent Computing | |
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| Motorola | |
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| Automotive Suppliers Sector | |
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| Banking Sector | |
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| Commodity Products (Manufacturing) Sector | |
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| Large Companies | |
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| Small Companies | |
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| Success and Best Practices | |
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| From Values to Best Practices | |
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| Two Components of Success | |
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| Redefining Value Metrics (CSFs and KPIs) | |
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| The Need for Changing Metrics | |
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| Project Management Office Involvement | |
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| Discovery of Best Practices | |
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| The Debriefing Pyramid | |
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| Disclosure of Best Practices | |
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| Levels of Success in Obtaining Values | |
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| Project Management Knowledge | |
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| Project Management Benchmarking | |
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| Sharing Values during Benchmarking | |
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| Intellectual Property Cost versus Value | |
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| Implementation Failures | |
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| The Value Continuum | |
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| The Timing of Values | |
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| The Value Continuum | |
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| Barriers along the Continuum | |
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| Activities to Speed Up the Value Continuum | |
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| The Value Continuum and the Project Management Maturity Model | |
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| Value Management Life-Cycle Phases | |
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| Value Identification Phase: Business Drivers | |
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| Business Drivers Phase: Business Drivers | |
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| Measurement Phase: Key Performance Indicators | |
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| Value Realization Phase: Value (Benefits) | |
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| Customer Satisfaction Management Phase: Continuous Improvement | |
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| Assigning Value Through Objectives | |
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| Types of Performance Reports | |
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| Benefits and Value at Completion | |
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| Determining Benefits (Value) at Completion | |
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| Establishing the Business Objectives | |
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| Estimating Approaches | |
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| Project Plans | |
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| Business Plans | |
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| Canceling Projects | |
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| Marrying Project and Program Management | |
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| Value Leadership and Senior Management | |
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| The Evolution of Leadership | |
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| Measurements and Triggers | |
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| What Executives Want to Hear | |
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| Critical Issues for the Selling Process | |
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| Threats that Executives Face | |
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| Project Management Success versus Maturity | |
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| Conclusions | |
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| Index | |