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