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| Foreword | |
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| Foreword to the First Edition | |
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| Preface | |
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| Introduction | |
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| The Need for Strategic Planning for Project Management | |
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| Introduction | |
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| Misconceptions | |
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| Wall Street Benefits | |
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| Stakeholders | |
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| Gap Analysis | |
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| Concluding Remarks | |
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| Impact of Economic Conditions on Project Management | |
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| Introduction | |
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| Historical Basis | |
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| Principles of Strategic Planning | |
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| General Strategic Planning | |
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| What Is Strategic Planning for Project Management? | |
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| Executive Involvement | |
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| The General Environment | |
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| Critical Success Factors for Strategic Planning | |
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| Qualitative Factors | |
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| Organizational Factors | |
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| Quantitative Factors | |
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| Identifying Strategic Resources | |
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| Why Does Strategic Planning for Project Management Sometimes Fail? | |
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| An Introduction to the Project Management Maturity Model (PMMM) | |
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| Introduction | |
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| The Foundation for Excellence | |
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| Overlap of Levels | |
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| Risks | |
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| Assessment Instruments | |
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| Level 1: Common Language | |
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| Introduction | |
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| Roadblocks | |
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| Advancement Criteria | |
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| Risk | |
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| Assessment Instrument for Level 1 | |
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| Questions | |
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| Answer Key | |
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| Explanation of Points for Level 1 | |
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| Level 2: Common Processes | |
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| Introduction | |
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| Life Cycles for Level 2 | |
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| Roadblocks | |
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| Advancement Criteria | |
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| Risk | |
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| Overlapping Levels | |
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| Assessment Instrument for Level 2 | |
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| Questions | |
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| Explanation of Points for Level 2 | |
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| Level 3: Singular Methodology | |
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| Introduction | |
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| Integrated Processes | |
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| Culture | |
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| Management Support | |
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| Informal Project Management | |
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| Training and Education | |
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| Behavioral Excellence | |
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| Roadblocks | |
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| Advancement Criteria | |
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| Risk | |
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| Overlapping Levels | |
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| Assessment Instrument for Level 3 | |
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| Questions | |
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| Answer Key | |
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| Explanation of Points for Level 3 | |
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| Level 4: Benchmarking | |
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| Introduction | |
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| Characteristics | |
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| The Project Office/Center of Excellence | |
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| Benchmarking Opportunities | |
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| Roadblocks | |
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| Advancement Criteria | |
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| Assessment Instrument for Level 4 | |
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| Questions | |
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| Explanation of Points for Level 4 | |
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| Level 5: Continuous Improvement | |
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| Characteristics | |
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| Continuous Improvement Areas | |
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| The Never-Ending Cycle | |
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| Examples of Continuous Improvement | |
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| Developing Effective Procedural Documentation | |
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| Project Management Methodologies | |
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| Continuous Improvement | |
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| Capacity Planning | |
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| Competency Models | |
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| Managing Multiple Projects | |
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| End-of-Phase Review Meetings | |
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| Strategic Selection of Projects | |
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| Portfolio Selection of Projects | |
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| Horizontal or Project Accounting | |
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| Organizational Restructuring | |
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| Career Planning | |
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| Assessment Instrument for Level 5 | |
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| Questions | |
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| Explanation of Points for Level 5 | |
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| Sustainable Competitive Advantage | |
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| Introduction | |
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| Strategic Thrusts | |
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| The Need for Continuous Improvement | |
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| Project Management Competitiveness | |
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| Products versus Solutions | |
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| Enterprise Project Management | |
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| Engagement Project Management | |
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| Special Problems with Strategic Planning for Project Management | |
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| Introduction | |
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| The Many Faces of Success | |
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| The Many Faces of Failure | |
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| Training and Education | |
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| Cultural Change Management | |
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| Partnerships | |
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| The Impact of Risk Control Measures | |
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| Dependencies between Risks | |
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| Selecting the Appropriate Response Mechanism | |
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| Conclusions | |
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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, Reporting and Structure | |
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| Reporting and Structure | |
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| Six Sigma and the Project Management Office | |
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| Introduction | |
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| Traditional versus Nontraditional Six Sigma | |
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| Understanding Six Sigma | |
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| Six Sigma Myths | |
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| Use of Assessments | |
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| Project Selection | |
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| Typical PMO Six Sigma Projects | |
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| How to Conduct a Project Management Maturity Assessment | |
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| Introduction | |
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| Find Ways to Bypass the Corporate Immune System | |
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| Explain Why You Are Doing This | |
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| Pick the Model That Is Best for Your Organization | |
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| Maturity Models: How Do They Compare? | |
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| Create the Right Fit | |
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| Choose an Appropriate Delivery Method | |
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| Establish Responsibility | |
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| Decide Who Should Participate | |
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| Turn the Results into an Action Plan | |
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| Develop a Remedial Training Curriculum | |
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| Keep Top Management Informed | |
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| Virtual Reporting | |
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| Benchmark Your Results to Others | |
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| Do It Again | |
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| Understanding Best Practices | |
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| Introduction | |
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| What to Do with a Best Practice | |
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| Critical Questions | |
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| Levels of Best Practices | |
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| Common Beliefs | |
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| The Best Practices Library | |
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| Case Studies | |
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| Packer Telecom | |
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| Luxor Technologies | |
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| Altex Corporation | |
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| Acme Corporation | |
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| Quantum Telecom | |
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| Lakes Automotive | |
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| Ferris HealthCare, Inc. | |
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| Clark Faucet Company | |
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| Hyten Corporation | |
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| Como Tool and Die (A) | |
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| Como Tool and Die (B) | |
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| Macon Inc. | |
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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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| MIS Project Management at First National Bank | |
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| Index | |