From senior executives across the globe, insights for successful project management implementation The bestselling first edition of Project Management Best Practices : Achieving Global Excellence set the course for project managers navigating the increasingly challenging task of working within global corporations and with distant and diverse work teams. This new edition carries that tradition to the next step, presenting a new set of firsthand accounts of how corporations around the world incorporate project management into their strategic business operations.
In this Second Edition , senior managers of more than fifty global companies—both large (Fortune 500) and small, and in all sectors of the market—share their best practices in project management. These industry leaders offer insight into best practices for:
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Project risk management
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Project management for multinational cultures and cultural failures
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Focusing on value as well as cost and schedule
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Integrated and virtual project teams
With new and updated information on the latest developments in the field, Project Management Best Practices: Achieving Global Excellence, Second Edition offers a must-have window onto the issues—and their real-world solutions—facing corporate managers, project and team managers, engineers, project team members, and business consultants in today's global market.
Author(s): Harold Kerzner, International Institute for Learning
Series: The IIL/Wiley Series in Project Management
Edition: 2
Publisher: Wiley
Year: 2010
Language: English
Pages: 707
Tags: Менеджмент;Управление проектами;
Project Management: Best Practices: Achieving Global Excellence......Page 5
Contents......Page 9
Preface......Page 17
INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL)......Page 21
1.0 INTRODUCTION......Page 23
1.1 PROJECT MANAGEMENT BEST PRACTICES: 1945–1960......Page 24
1.2 PROJECT MANAGEMENT BEST PRACTICES: 1960–1985......Page 25
1.3 PROJECT MANAGEMENT BEST PRACTICES: 1985–2010......Page 28
1.4 AN EXECUTIVE'S VIEW OF PROJECT MANAGEMENT......Page 33
1.5 BEST PRACTICES PROCESS......Page 38
1.6 STEP 1: DEFINITION OF A BEST PRACTICE......Page 40
1.7 STEP 2: SEEKING OUT BEST PRACTICES......Page 45
1.8 DASHBOARDS AND SCORECARDS......Page 58
1.9 KEY PERFORMANCE INDICATORS......Page 61
1.10 STEP 3: VALIDATING THE BEST PRACTICE......Page 66
1.11 STEP 4: LEVELS OF BEST PRACTICES......Page 68
1.12 STEP 5: MANAGEMENT OF BEST PRACTICES......Page 70
1.13 STEP 6: REVALIDATING BEST PRACTICES......Page 71
1.14 STEP 7: WHAT TO DO WITH A BEST PRACTICE......Page 72
1.15 STEP 8: COMMUNICATING BEST PRACTICES ACROSS THE COMPANY......Page 73
1.16 STEP 9: ENSURING USAGE OF THE BEST PRACTICES......Page 75
1.17 COMMON BELIEFS......Page 76
1.18 BEST PRACTICES LIBRARY......Page 77
1.19 DTE ENERGY......Page 80
1.20 A CONSULTANT'S VIEW OF PROJECT MANAGEMENT AND BEST PRACTICES......Page 82
2.1 GOOD INTENTIONS BECOMING MIGRAINES......Page 89
2.2 ENTERPRISE PROJECT MANAGEMENT METHODOLOGY MIGRAINE......Page 90
2.3 CUSTOMER SATISFACTION MIGRAINE......Page 91
2.4 MIGRAINE RESULTING FROM RESPONDING TO CHANGING CUSTOMER REQUIREMENTS......Page 92
2.6 CASH FLOW DILEMMA MIGRAINE......Page 93
2.7 SCOPE CHANGE DILEMMA MIGRAINE......Page 94
2.9 MIGRAINE OF DETERMINING WHEN TO CANCEL A PROJECT......Page 95
2.10 MIGRAINE OF PROVIDING PROJECT AWARDS......Page 96
2.11 MIGRAINE FROM HAVING WRONG CULTURE IN PLACE......Page 97
2.12 SOURCES OF SMALLER MIGRAINES......Page 98
2.13 TEN UGLIES OF PROJECTS......Page 101
References......Page 110
3.0 INTRODUCTION......Page 111
3.1 THE LIGHT AT THE END OF THE TUNNEL......Page 113
3.2 MANAGING ASSUMPTIONS......Page 116
3.3 MANAGING ASSUMPTIONS IN CONSERVATION PROJECTS —WWF INTERNATIONAL......Page 117
3.4 PROJECT GOVERNANCE......Page 121
3.5 SEVEN FALLACIES THAT DELAY PROJECT MANAGEMENT MATURITY......Page 122
3.6 MOTOROLA......Page 125
3.7 TEXAS INSTRUMENTS......Page 126
3.8 EDS......Page 128
3.9 EXEL CORPORATION......Page 130
3.10 HEWLETT-PACKARD......Page 140
3.11 DTE ENERGY......Page 142
3.12 COMAU......Page 143
3.13 VISTEON......Page 152
3.14 CONVERGENT COMPUTING......Page 160
3.15 AVALON POWER AND LIGHT......Page 162
3.16 ROADWAY......Page 163
3.17 DEFCON CORPORATION......Page 164
3.18 KOMBS ENGINEERING......Page 166
3.19 WILLIAMS MACHINE TOOL COMPANY......Page 167
4.0 INTRODUCTION......Page 169
4.1 EXCELLENCE DEFINED......Page 170
4.2 RECOGNIZING THE NEED FOR METHODOLOGY DEVELOPMENT......Page 173
4.3 ENTERPRISE PROJECT MANAGEMENT METHODOLOGIES......Page 178
4.4 BENEFITS OF A STANDARD METHODOLOGY......Page 183
4.5 CRITICAL COMPONENTS......Page 184
4.6 FROM MYTH TO REALITY......Page 186
4.7 PROJECT MANAGEMENT FUNCTIONS......Page 191
4.8 REPLACING METHODOLOGIES WITH FRAMEWORKS......Page 193
4.9 LIFE-CYCLE PHASES......Page 194
4.10 AT&T......Page 195
4.12 INDRA......Page 198
4.13 IMPLEMENTING METHODOLOGY......Page 201
4.14 IMPLEMENTATION BLUNDERS......Page 202
4.15 OVERCOMING DEVELOPMENT AND IMPLEMENTATION BARRIERS......Page 203
4.16 PROJECT MANAGEMENT TOOLS......Page 204
4.17 SATYAM: PROJECT PROCESS MONITORING......Page 210
4.18 SATYAM: CUSTOMER DELIGHT INDEX FOR PROJECTS......Page 214
4.19 GENERAL MOTORS POWERTRAIN GROUP......Page 218
4.20 ERICSSON TELECOM AB......Page 219
4.21 ROCKWELL AUTOMATION: QUEST FOR A COMMON PROCESS......Page 221
4.22 SHERWIN-WILLIAMS......Page 226
4.23 PEROT SYSTEMS: MATURING YOUR METHODOLOGY......Page 230
4.24 ANTARES MANAGEMENT SOLUTIONS......Page 235
4.25 HOLCIM......Page 238
4.26 WESTFIELD GROUP......Page 240
4.27 EXEL......Page 243
4.28 CONVERGENT COMPUTING......Page 249
4.29 EDS......Page 256
4.30 DTE ENERGY......Page 258
5.0 INTRODUCTION......Page 267
5.1 UNDERSTANDING INTEGRATED MANAGEMENT PROCESSES......Page 268
5.2 EVOLUTION OF COMPLEMENTARY PROJECT MANAGEMENT PROCESSES......Page 269
5.3 ZURICH AMERICA INSURANCE COMPANY......Page 273
5.5 TOTAL QUALITY MANAGEMENT......Page 274
5.6 CONCURRENT ENGINEERING......Page 279
5.7 RISK MANAGEMENT......Page 280
5.8 EFFECTIVE RISK MANAGEMENT AT JEFFERSON COUNTY, COLORADO......Page 283
5.9 FAILURE OF RISK MANAGEMENT......Page 285
5.10 DEFINING MATURITY USING RISK MANAGEMENT......Page 286
5.11 BOEING AIRCRAFT COMPANY......Page 287
5.13 OTHER MANAGEMENT PROCESSES......Page 288
5.15 EARNED-VALUE MEASUREMENT......Page 289
5.16 DTE ENERGY......Page 291
6.0 INTRODUCTION......Page 293
6.1 CREATION OF A CORPORATE CULTURE......Page 294
6.3 TYPES OF CULTURES......Page 296
6.4 CORPORATE CULTURES AT WORK......Page 298
6.5 SENTEL CORPORATION......Page 301
6.7 DFCU FINANCIAL......Page 304
6.8 ILLUMINAT (TRINIDAD & TOBAGO) LIMITED......Page 313
6.9 McELROY TRANSLATION......Page 315
6.11 EDS......Page 319
6.12 CONVERGENT COMPUTING......Page 320
6.13 BARRIERS TO IMPLEMENTING PROJECT MANAGEMENT IN EMERGING MARKETS......Page 321
7.1 VISIBLE SUPPORT FROM SENIOR MANAGERS......Page 329
7.2 PROJECT SPONSORSHIP......Page 330
7.3 EXCELLENCE IN PROJECT SPONSORSHIP......Page 334
7.4 EMPOWERMENT OF PROJECT MANAGERS......Page 335
7.5 MANAGEMENT SUPPORT AT WORK......Page 337
7.6 GETTING LINE MANAGEMENT SUPPORT......Page 340
7.7 DTE ENERGY......Page 341
7.8 INITIATION CHAMPIONS AND EXIT CHAMPIONS......Page 342
8.1 TRAINING FOR MODERN PROJECT MANAGEMENT......Page 347
8.2 NEED FOR BUSINESS EDUCATION......Page 349
8.3 INTERNATIONAL INSTITUTE FOR LEARNING......Page 350
8.4 IDENTIFYING THE NEED FOR TRAINING......Page 354
8.6 FUNDAMENTALS OF PROJECT MANAGEMENT EDUCATION......Page 355
8.7 DESIGNING COURSES AND CONDUCTING TRAINING......Page 356
8.8 MEASURING RETURN ON INVESTMENT......Page 359
8.9 PROJECT MANAGEMENT IS NOW A PROFESSION......Page 360
8.10 COMPETENCY MODELS......Page 361
8.11 HARRIS CORPORATION......Page 373
8.12 ALCATEL-LUCENT: RECOGNIZING THE VALUE OF A PMP......Page 377
8.13 INTEGRATED PROJECT MANAGEMENT AT SATYAM......Page 379
8.14 HEWLETT-PACKARD......Page 383
8.15 EXEL......Page 384
9.1 INFORMAL VERSUS FORMAL PROJECT MANAGEMENT......Page 387
9.2 TRUST......Page 390
9.3 COMMUNICATION......Page 391
9.5 TEAMWORK......Page 394
9.6 COLOR-CODED STATUS REPORTING......Page 395
9.7 INFORMAL PROJECT MANAGEMENT AT WORK......Page 396
10.1 SITUATIONAL LEADERSHIP......Page 399
10.2 CONFLICT RESOLUTION......Page 402
10.3 STAFFING FOR EXCELLENCE......Page 405
10.4 VIRTUAL PROJECT TEAMS......Page 406
10.5 REWARDING PROJECT TEAMS......Page 408
10.6 KEYS TO BEHAVIORAL EXCELLENCE......Page 411
10.7 CONVERGENT COMPUTING......Page 415
10.9 PROACTIVE VERSUS REACTIVE MANAGEMENT......Page 416
11.0 INTRODUCTION......Page 421
11.1 PROJECT MANAGEMENT BENEFITS......Page 422
11.2 GROWTH OF ROI MODELING......Page 423
11.3 THE ROI MODEL......Page 424
11.4 PLANNING LIFE-CYCLE PHASE......Page 426
11.5 DATA COLLECTION LIFE-CYCLE PHASE......Page 428
11.6 DATA ANALYSIS LIFE-CYCLE PHASE......Page 431
11.8 CONCLUSIONS......Page 435
12.0 INTRODUCTION......Page 437
12.2 VITALIZE CONSULTING SOLUTIONS (VCS), INC.......Page 440
12.3 CHURCHILL DOWNS INCORPORATED (CDI): ESTABLISHING A PMO......Page 441
12.4 CHURCHILL DOWNS INCORPORATED (CDI): MANAGING SCOPE CHANGES......Page 444
12.5 TYPES OF PROJECT OFFICES......Page 448
12.6 STARTING UP A PMO AND CONSIDERATIONS......Page 449
12.7 COMPUTER SCIENCES CORPORATION (CSC)......Page 450
12.8 UNDERSTANDING THE NATURE OF A PMO......Page 457
12.9 DTE ENERGY......Page 464
12.10 EXEL......Page 465
12.11 HEWLETT-PACKARD......Page 468
12.12 EDS......Page 469
12.13 STAR ALLIANCE......Page 470
12.14 IMPORTANCE OF A PMO IN LOCAL GOVERNMENT......Page 471
12.15 PROJECT AUDITS AND THE PMO......Page 472
12.16 PROJECT HEALTH CHECKS......Page 476
12.18 PMO OF THE YEAR AWARD......Page 478
13.1 PROJECT MANAGEMENT—SIX SIGMA RELATIONSHIP......Page 487
13.3 TRADITIONAL VERSUS NONTRADITIONAL SIX SIGMA......Page 490
13.4 UNDERSTANDING SIX SIGMA......Page 493
13.5 SIX SIGMA MYTHS......Page 495
13.6 USE OF ASSESSMENTS......Page 497
13.7 PROJECT SELECTION......Page 499
13.8 TYPICAL PMO SIX SIGMA PROJECTS......Page 501
14.0 INTRODUCTION......Page 503
14.2 INVOLVEMENT OF SENIOR MANAGEMENT, STAKEHOLDERS, AND THE PMO......Page 504
14.3 PROJECT SELECTION OBSTACLES......Page 509
14.4 IDENTIFICATION OF PROJECTS......Page 510
14.5 PRELIMINARY EVALUATION......Page 514
14.6 STRATEGIC SELECTION OF PROJECTS......Page 515
14.7 STRATEGIC TIMING......Page 516
14.8 ANALYZING THE PORTFOLIO......Page 518
14.9 PROBLEMS WITH MEETING EXPECTATIONS......Page 521
14.11 SYNOVUS FINANCIAL PROJECT PORTFOLIO IMPACT ASSESSMENT......Page 523
15.0 INTRODUCTION......Page 533
15.1 IBM......Page 534
15.2 COMPUTER ASSOCIATES (CA) SERVICES: SUCCESSFUL PROJECT DELIVERY AND MANAGEMENT......Page 562
15.3 MICROSOFT CORPORATION......Page 577
15.4 DELOITTE: ENTERPRISE PROGRAM MANAGEMENT......Page 589
15.5 LESSONS LEARNED FROM JOHNSON CONTROLS AUTOMOTIVE EXPERIENCE’S GLOBAL PROJECTS......Page 605
15.6 SIEMENS PLM SOFTWARE: DEVELOPING A GLOBAL PROJECT METHODOLOGY......Page 610
16.0 UNDERSTANDING VALUE......Page 619
16.1 VALUE OVER THE YEARS......Page 620
16.2 VALUES AND LEADERSHIP......Page 622
17.1 PLANNING FOR GROWTH......Page 637
17.2 PROJECT MANAGEMENT VALUE-ADDED CHAIN......Page 638
17.3 PREACQUISITION DECISION-MAKING......Page 641
17.4 LANDLORDS AND TENANTS......Page 646
17.5 BEST PRACTICES: CASE STUDY ON JOHNSON CONTROLS, INC.......Page 647
17.6 INTEGRATION RESULTS......Page 651
17.7 VALUE CHAIN STRATEGIES......Page 653
17.8 FAILURE AND RESTRUCTURING......Page 655
Appendix......Page 657
Index......Page 687
