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