Using the Project Management Maturity Model Strategic Planning for Project Management

ISBN-10: 0471691615

ISBN-13: 9780471691617

Edition: 2nd 2005 (Revised)

Authors: Harold Kerzner

List price: $90.00
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Description:

Kerzner presents a proven model for assessing the success of a company in integrating project management. He begins with an examination of the principles of strategic planning & how these relate to project management, then details the five different levels of development for achieving maturity.
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Book details

List price: $90.00
Edition: 2nd
Copyright year: 2005
Publisher: John Wiley & Sons, Incorporated
Publication date: 3/17/2005
Binding: Hardcover
Pages: 352
Size: 6.50" wide x 9.50" long x 0.75" tall
Weight: 1.584
Language: English

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