Value-Driven Project Management

ISBN-10: 0470500808

ISBN-13: 9780470500804

Edition: 2009

List price: $32.99
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This is the first book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis, Value-Driven Project Management challenges the traditional view that focuses on planning, scheduling, and controlling, proposing a fundamentally different approach that looks at the added value project management brings to the corporate and business strategy as a whole.
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Book details

List price: $32.99
Copyright year: 2009
Publisher: John Wiley & Sons, Limited
Publication date: 9/11/2009
Binding: Hardcover
Pages: 288
Size: 6.00" wide x 9.00" long x 0.50" tall
Weight: 1.144
Language: English

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