| |
| |
Preface | |
| |
| |
| |
The Growth of Project Management | |
| |
| |
| |
Introduction | |
| |
| |
| |
Understanding Project Management | |
| |
| |
| |
Resistance to Change | |
| |
| |
| |
Strategic Imperatives for Project Management | |
| |
| |
| |
Project Management Life Cycle | |
| |
| |
| |
Excellence in Project Management | |
| |
| |
| |
Selection of Companies as Examples | |
| |
| |
| |
Success, Maturity, and Excellence: Definitions | |
| |
| |
| |
Introduction | |
| |
| |
| |
Early Definitions of Success | |
| |
| |
| |
Modern Definitions of Success | |
| |
| |
| |
Project Management Maturity | |
| |
| |
| |
Critical Success Factors in Project Management | |
| |
| |
| |
Definition of Excellence | |
| |
| |
| |
Best Practices in Project Management | |
| |
| |
| |
A Structured Approach | |
| |
| |
| |
Myths | |
| |
| |
| |
The Driving Forces for Maturity | |
| |
| |
| |
Introduction | |
| |
| |
| |
Capital Projects | |
| |
| |
| |
Customers' Expectations | |
| |
| |
| |
Competitiveness | |
| |
| |
| |
Executive Managers' Buy-In | |
| |
| |
| |
New Product Development | |
| |
| |
| |
Efficiency and Effectiveness | |
| |
| |
| |
Company Survival | |
| |
| |
| |
Other Driving Forces | |
| |
| |
| |
Project Management Methodologies | |
| |
| |
| |
Introduction | |
| |
| |
| |
Examples of Methodology Development | |
| |
| |
| |
Overcoming Development and Implementation Barriers | |
| |
| |
| |
Critical Components | |
| |
| |
| |
Benefits of a Standard Methodology | |
| |
| |
| |
Implementing the Methodology | |
| |
| |
| |
Project Management Tools | |
| |
| |
| |
Strategic Planning for Excellence in Project Management | |
| |
| |
| |
Introduction | |
| |
| |
| |
Influence of Economic Conditions | |
| |
| |
| |
What Is General Strategic Planning? | |
| |
| |
| |
What Is Strategic Planning for Project Management? | |
| |
| |
| |
Critical Success Factors for Strategic Planning | |
| |
| |
| |
Identifying Strategic Resources | |
| |
| |
| |
Strategic Selection of Projects | |
| |
| |
| |
Horizontal Accounting | |
| |
| |
| |
Continuous Improvement | |
| |
| |
| |
Why Does Strategic Planning for Project Management Fail? | |
| |
| |
| |
Strategic Planning in Action | |
| |
| |
| |
Organizational Restructuring | |
| |
| |
| |
Career Planning | |
| |
| |
| |
The Project Management Maturity Model | |
| |
| |
| |
How to Conduct a PM Maturity Assessment | |
| |
| |
| |
The Maturity of Modern Project Management | |
| |
| |
| |
Introduction | |
| |
| |
| |
Classification of Changes | |
| |
| |
| |
Classification of Companies | |
| |
| |
| |
Recessionary Effects | |
| |
| |
| |
Global Pressures | |
| |
| |
| |
Concurrent Engineering | |
| |
| |
| |
Project Objectives | |
| |
| |
| |
Definition of Success | |
| |
| |
| |
Velocity of Change | |
| |
| |
| |
Management Style | |
| |
| |
| |
Authority and Job Descriptions | |
| |
| |
| |
Evaluation of Team Members | |
| |
| |
| |
Accountability | |
| |
| |
| |
Project Management Skills | |
| |
| |
| |
Planning Hours/Dollars | |
| |
| |
| |
Education and Training | |
| |
| |
| |
Project Sponsorship | |
| |
| |
| |
Project Failures | |
| |
| |
| |
Maturity and Immaturity | |
| |
| |
| |
Project Portfolio Management | |
| |
| |
| |
Introduction | |
| |
| |
| |
Involvement of Senior Management and Stakeholders | |
| |
| |
| |
Project Selection Obstacles | |
| |
| |
| |
Identification of Projects | |
| |
| |
| |
Preliminary Evaluation | |
| |
| |
| |
Strategic Selection of Projects | |
| |
| |
| |
Strategic Timing | |
| |
| |
| |
Analyzing the Portfolio | |
| |
| |
| |
Problems with Meeting Expectations | |
| |
| |
| |
The Project Office | |
| |
| |
| |
Introduction | |
| |
| |
| |
The Project Office: 1950-1990 | |
| |
| |
| |
The Project Office: 1990-2000 | |
| |
| |
| |
The Project Office: 2000-Present | |
| |
| |
| |
Types of Project Offices | |
| |
| |
| |
Project Management Information Systems | |
| |
| |
| |
Dissemination of Information | |
| |
| |
| |
Mentoring | |
| |
| |
| |
Development of Standards and Templates | |
| |
| |
| |
Project Management Benchmarking | |
| |
| |
| |
Business Case Development | |
| |
| |
| |
Customized Training (Related to Project Management) | |
| |
| |
| |
Managing Stakeholders | |
| |
| |
| |
Continuous Improvement | |
| |
| |
| |
Capacity Planning | |
| |
| |
| |
Risks of Using a Project Office | |
| |
| |
| |
Project Office Excellence: A Case Study of Johnson Controls, Inc. (JCI) Automotive Systems Group (ASG) | |
| |
| |
| |
Reporting and Structure | |
| |
| |
| |
Integrated Processes | |
| |
| |
| |
Introduction | |
| |
| |
| |
Understanding Integrated Management Processes | |
| |
| |
| |
Evolution of Complementary Project Management Processes | |
| |
| |
| |
Total Quality Management | |
| |
| |
| |
Concurrent Engineering | |
| |
| |
| |
Risk Management | |
| |
| |
| |
Change Management | |
| |
| |
| |
Other Management Processes | |
| |
| |
| |
Integrated Processes at Work | |
| |
| |
| |
Culture | |
| |
| |
| |
Introduction | |
| |
| |
| |
Creation of a Corporate Culture | |
| |
| |
| |
Corporate Values | |
| |
| |
| |
Types of Cultures | |
| |
| |
| |
Shared Accountability and Multiple-Boss Reporting | |
| |
| |
| |
Shared Rewards | |
| |
| |
| |
Prioritization of Work | |
| |
| |
| |
Corporate Cultures at Work | |
| |
| |
| |
Management Support | |
| |
| |
| |
Introduction | |
| |
| |
| |
Visible Support from Senior Managers | |
| |
| |
| |
Project Sponsorship | |
| |
| |
| |
Excellence in Project Sponsorship | |
| |
| |
| |
Empowerment of Project Managers | |
| |
| |
| |
Management Support at Work | |
| |
| |
| |
Training and Education | |
| |
| |
| |
Introduction | |
| |
| |
| |
Training for Modern Project Management | |
| |
| |
| |
Identifying the Need for Training | |
| |
| |
| |
Selecting the Students | |
| |
| |
| |
Fundamentals of Project Management Education | |
| |
| |
| |
Designing the Courses and Conducting the Training | |
| |
| |
| |
Measuring the Return on Investment | |
| |
| |
| |
Competency Models | |
| |
| |
| |
Training and Education at Work | |
| |
| |
| |
Informal Project Management | |
| |
| |
| |
Introduction | |
| |
| |
| |
Informal versus Formal Project Management | |
| |
| |
| |
Trust | |
| |
| |
| |
Communication | |
| |
| |
| |
Cooperation | |
| |
| |
| |
Teamwork | |
| |
| |
| |
Color-Coded Status Reporting | |
| |
| |
| |
Informal Project Management at Work | |
| |
| |
| |
Behavioral Excellence | |
| |
| |
| |
Introduction | |
| |
| |
| |
Situational Leadership | |
| |
| |
| |
Conflict Resolution | |
| |
| |
| |
Staffing for Excellence | |
| |
| |
| |
Integrated Product/Project Teams | |
| |
| |
| |
Virtual Project Teams | |
| |
| |
| |
Rewarding Project Teams | |
| |
| |
| |
Keys to Behavioral Excellence | |
| |
| |
| |
The Effect of Mergers and Acquisitions on Project Management | |
| |
| |
| |
Introduction | |
| |
| |
| |
Planning for Growth | |
| |
| |
| |
The Project Management Value-Added Chain | |
| |
| |
| |
Preacquisition Decision-Making | |
| |
| |
| |
Landlords and Tenants | |
| |
| |
| |
Best Practices: A Case Study on Johnson Controls, Inc. | |
| |
| |
| |
Integration Results | |
| |
| |
| |
Value Chain Strategies | |
| |
| |
| |
Failure and Restructuring | |
| |
| |
| |
Rising Stars and Future Directions | |
| |
| |
| |
Introduction | |
| |
| |
| |
Computer Associates | |
| |
| |
| |
Lear | |
| |
| |
| |
Texas Instruments | |
| |
| |
| |
Sun Microsystems | |
| |
| |
| |
Motorola System Solution Group | |
| |
| |
| |
Nortel Networks | |
| |
| |
| |
Battelle Memorial Institute | |
| |
| |
| |
Johnson Controls | |
| |
| |
| |
Metzeler Automotive Profile System | |
| |
| |
| |
EDS | |
| |
| |
| |
USAA | |
| |
| |
| |
Changing Times | |
| |
| |
Appendixes | |
| |
| |
| |
Quality Awards at Johnson Controls Automotive Systems Group | |
| |
| |
| |
Project Management Maturity Questionnaire | |
| |
| |
| |
Project Management Excellence Questionnaire | |
| |
| |
| |
Software Development Methodology at Computer Associates | |
| |
| |
| |
Best Practices Library Development at Computer Associates | |
| |
| |
| |
Post Project Assessment Process at Computer Associates | |
| |
| |
Case Studies | |
| |
| |
| |
Clark Faucet Company | |
| |
| |
| |
Photolite Corporation (A) | |
| |
| |
| |
Photolite Corporation (B) | |
| |
| |
| |
Photolite Corporation (C) | |
| |
| |
| |
Photolite Corporation (D) | |
| |
| |
| |
Continental Computer Corporation | |
| |
| |
| |
Goshe Corporation | |
| |
| |
| |
Hyten Corporation | |
| |
| |
| |
Acorn Industries | |
| |
| |
| |
Mohawk National Bank | |
| |
| |
| |
First Security Bank of Cleveland | |
| |
| |
| |
Como Tool and Die (A) | |
| |
| |
| |
Como Tool and Die (B) | |
| |
| |
| |
Apache Metals, Inc. | |
| |
| |
| |
Cordova Research Group | |
| |
| |
| |
Cortez Plastics | |
| |
| |
| |
Haller Specialty Manufacturing | |
| |
| |
| |
Macon, Inc. | |
| |
| |
| |
Jones and Shephard Accountants | |
| |
| |
| |
The Trophy Project | |
| |
| |
| |
The Blue Spider Project | |
| |
| |
| |
Corwin Corporation | |
| |
| |
| |
Denver International Airport | |
| |
| |
| |
MIS Project Management at First National Bank | |
| |
| |
| |
Concrete Masonry Corporation | |
| |
| |
| |
Construction of a Gas Testing Laboratory in Iran | |
| |
| |
| |
The Space Shuttle Challenger Disaster | |
| |
| |
| |
Phillip Condit and the Boeing 777: From Design and Development to Production and Sales | |
| |
| |
Index | |