Managing Multiple Projects

Series Introduction......Page 7
Preface......Page 9
Contents......Page 11
Contributors......Page 15
Project Portfolio Management and Managing Multiple Projects: Two Sides of the Same Coin?......Page 19
Software Packages Don’t Manage Projects—People Do!......Page 29
Managing Multiple Projects in the 21st Century......Page 39
Why Is Multiple-Project Management Hard and How Can We Make It Easier?......Page 53
Multiproject Scheduling and Resource Allocation......Page 63
Effective Resource Management— Debunking the Myths......Page 75
A Learning Loop for Successful Program Management......Page 87
Programs, Portfolios, and Pipelines: How to Anticipate Executives’ Strategic Questions......Page 101
Multiproject Scheduling and Management......Page 109
Organizing for Multiple Projects......Page 119
Improving Multiproject Management by Using a Queuing Theory Approach......Page 131
A Multiproject Management Framework for New Product Development......Page 145
Extensions to Multiple Projects......Page 171
Program Management—Turning Many Projects into Few Priorities with Theory of Constraints......Page 181
Operational Measurements for Product Development Organizations......Page 191
New Problems, New Solutions: Making Portfolio Management More Effective......Page 199
Juggling the Interdependent Project Portfolio......Page 229
Program Management: A Key for Integrated Health Care Delivery Systems......Page 247
Managing Multiple Projects in Large Information Systems Organizations......Page 257
Human Resource Allocation in a Multiproject Research and Development Environment......Page 267
The Big Puzzle—Multiproject Management Is Redefining the Way Companies Handle Technology, People, and Vendors to Make All the Pieces Fit......Page 281
The Toyota Benchmark: Multiproject Development Centers......Page 289
Multiple Projects, Limited Resources: Implementing Effective Project Management......Page 317
Bibliography......Page 327
Index......Page 339