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Full Description
Senior executives and project managers from more than 50 world-class companies offer their best practices for successful project management implementation The first two editions of the bestselling Project Management Best Practices helped project managers navigate the increasingly complex task of working within global corporations employing distant and diverse work teams. This new Third Edition includes the same valuable wealth of proven best practices, while following up on case studies from previous editions and offering new case studies on project management practices at large and small companies.The Third Edition offers insight from project managers and executives at more than fifty global companies in all sectors of the market. These industry-leading professionals offer insight and best practices for:Project risk managementProject management for multinational cultures and cultural failuresFocusing on value, as well as cost and scheduleIntegrated and virtual project teamsCovering the latest developments in the project management field, Project Management Best Practices, Third Edition offers a must-have window into the issues and solutions facing corporate managers, project and team managers, engineers, project team members, and business consultants in today's global market.
Contents
Preface xiii 1 Understanding Best Practices 11.0 Introduction 11.1 Wartsila 21.2 Project Management Best Practices: 1945 1960 31.3 Project Management Best Practices: 1960 1985 51.4 Project Management Best Practices: 1985 2014 81.5 An Executive s View of Project Management 131.6 Best Practices Process 171.7 Step 1: Definition of a Best Practice 181.8 Step 2: Seeking Out Best Practices 221.9 Dashboards and Scorecards 331.10 Key Performance Indicators 361.11 Step 3: Validating the Best Practice 411.12 Step 4: Levels of Best Practices 441.13 Step 5: Management of Best Practices 461.14 Step 6: Revalidating Best Practices 461.15 Step 7: What to Do with a Best Practice 471.16 Step 8: Communicating Best Practices across the Company 481.17 Step 9: Ensuring Usage of the Best Practices 511.18 Common Beliefs 511.19 Best Practices Library 521.20 Hewlett-Packard: Best Practices in Action 541.21 DTE Energy 571.22 A Consultant s View of Project Management and Best Practices 612 From Best Practice to Migraine Headache 672.0 Introduction 672.1 Good Intentions Becoming Migraines 672.2 Enterprise Project Management Methodology Migraine 692.3 Customer Satisfaction Migraine 692.4 Migraine Resulting from Responding to Changing Customer Requirements 702.5 Reporting Level of the PMO Migraine 712.6 Cash Flow Dilemma Migraine 712.7 Scope Change Dilemma Migraine 722.8 Outsource or Not Migraine 732.9 Determining When to Cancel a Project Migraine 732.10 Providing Project Awards Migraine 742.11 Migraine from Having the Wrong Culture in Place 752.12 Migraines due to Politics 762.13 Migraines Caused by the Seven Deadly Sins 832.14 Sources of Smaller Migraines 942.15 Ten Uglies of Projects 97References 1053 Journey to Excellence 1073.0 Introduction 1073.1 Strategic Planning for Project Management 1093.2 Hitachi Ltd. 1183.3 KONE: The Project Management Challenge 1303.4 The Light at the End of the Tunnel 1333.5 Goodyear 1363.6 Managing Assumptions 1403.7 Managing Assumptions in Conservation Projects WWF International 1403.8 Project Governance 1423.9 Seven Fallacies That Delay Project Management Maturity 1463.10 Motorola 1483.11 Texas Instruments 1493.12 Hewlett-Packard: Recognizing the Need 1523.13 Hewlett-Packard: The Journey and the Obstacles 1533.14 CooperStandard 1603.15 Naviair: On Time on Budget 1663.16 DTE Energy 1753.17 Key Plastics 1763.18 ILLUMINAT and the Strategic Business of Project Management 1793.19 Avalon Power and Light 1833.20 Roadway Express 1843.21 Defcon Corporation 1853.22 Kombs Engineering 1873.23 Williams Machine Tool Company 1884 Project Management Methodologies 1914.0 Introduction 1914.1 Excellence Defined 1924.2 Recognizing the Need for Methodology Development 1964.3 Enterprise Project Management Methodologies 1994.4 Benefits of a Standard Methodology 2044.5 Critical Components 2054.6 SAP 2074.7 Cassidian: Integrated Multilevel Schedules 2114.8 Tecnicas Reunidas 2134.9 Teradyne: From Myth to Reality 2204.10 Slalom Consulting: Project Management Functions 2244.11 Slalom Consulting: Replacing Methodologies with Frameworks 2264.12 Life-Cycle Phases 2284.13 Expanding Life-Cycle Phases 2304.14 Churchill Downs, Incorporated 2304.15 Indra: The Need for a Methodology 2324.16 Implementing the Methodology 2334.17 Implementation Blunders 2354.18 Overcoming Development and Implementation Barriers 2354.19 Project Management Tools 2364.20 Wartsila: Recognizing the Need for Supporting Tools 2424.21 Tech Mahindra Limited: Project Process Monitoring 2444.22 Tech Mahindra Limited: Customer Delight Index for Projects 2474.23 General Motors Powertrain Group 2514.24 Ericsson Telecom AB 2524.25 Indra: Closing the Project 2554.26 Repsol: The Repsol E&P GIP (c) Methodology The Project Quality Management Process Applied to Decision Making 2584.27 Rockwell Automation: Quest for a Common Process 2664.28 Sherwin-Williams 2714.29 Medical Mutual 2754.30 Holcim 2784.31 Westfield Group 2814.32 Hewlett-Packard 2844.33 DTE Energy 2864.34 ALSTOM 2934.35 Cassidian: Golden Rules in Project Management 2974.36 When Traditional Methodologies May Not Work 2995 Integrated Processes 3035.0 Introduction 3035.1 Understanding Integrated Management Processes 3045.2 Evolution of Complementary Project Management Processes 3055.3 Zurich America Insurance Company 3095.4 Total Quality Management 3105.5 Concurrent Engineering 3155.6 Risk Management 3155.7 Wartsila: The Need for Proactive Risk Management 3185.8 ILLUMINAT: Effective Risk Management 3215.9 Indra: When a Risk Becomes Reality (Issue Management) 3255.10 The Failure of Risk Management 3275.11 Defining Maturity Using Risk Management 3285.12 Boeing Aircraft Company 3295.13 Change Management 3305.14 Other Management Processes 3315.15 Hewlett-Packard 3315.16 Earned-Value Measurement 3335.17 DTE Energy 3336 Culture 3356.0 Introduction 3356.1 Creation of a Corporate Culture 3366.2 Corporate Values 3386.3 Types of Cultures 3386.4 Corporate Cultures at Work 3406.5 Indra: Building a Cohesive Culture 3436.6 maxIT-VCS 3466.7 DFCU Financial 3486.8 Illuminat (Trinidad & Tobago) Limited 3636.9 DTE Energy 3656.10 Hewlett-Packard 3666.11 Barriers to Implementing Project Management in Emerging Markets 3677 Management Support 3757.0 Introduction 3757.1 Visible Support from Senior Managers 3757.2 Project Sponsorship 3767.3 Excellence in Project Sponsorship 3807.4 Hewlett-Packard Sponsorship in Action 3817.5 Zurich America Insurance Company: Improving Stakeholder Engagement 3827.6 Project Governance 3837.7 Tokio Marine: Excellence in Project Governance 3857.8 Empowerment of Project Managers 3917.9 Management Support at Work 3927.10 Getting Line Management Support 3957.11 DTE Energy 3967.12 Initiation Champions and Exit Champions 3978 Training and Education 4018.0 Introduction 4018.1 Training for Modern Project Management 4018.2 Need for Business Education 4038.3 SAP: Importance of a Project Management Career Path 4048.4 International Institute for Learning 4068.5 Identifying the Need for Training 4108.6 Selecting Students 4118.7 Fundamentals of Project Management Education 4118.8 Some Changes in Project Management Education 4128.9 Designing Courses and Conducting Training 4148.10 Measuring the Return on Investment on Education 4168.11 Project Management Is Now a Profession 4168.12 Competency Models 4198.13 Harris Corporation 4298.14 Alcatel-Lucent: Recognizing the Value of a PMP 4348.15 Integrated Project Management at Tech Mahindra Limited 4368.16 Hewlett-Packard 4399 Informal Project Management 4419.0 Introduction 4419.1 Informal versus Formal Project Management 4419.2 Trust 4449.3 Communication 4459.4 Cooperation 4479.5 Teamwork 4479.6 Color-Coded Status Reporting 4489.7 Crisis Dashboards 4499.8 Informal Project Management at Work 45210 Behavioral Excellence 45510.0 Introduction 45510.1 Situational Leadership 45510.2 Conflict Resolution 45810.3 Staffing for Excellence 46010.4 Virtual Project Teams 46210.5 Rewarding Project Teams 46410.6 Keys to Behavioral Excellence 46710.7 Proactive versus Reactive Management 47011 Measuring Return on Investment on Project Management Training Dollars 47511.0 Introduction 47511.1 Project Management Benefits 47611.2 Growth of ROI Modeling 47711.3 The ROI Model 47811.4 Planning Life-Cycle Phase 47911.5 Data Collection Life-Cycle Phase 48011.6 Data Analysis Life-Cycle Phase 48311.7 Reporting Life-Cycle Phase 48711.8 Conclusions 48712 The Project Office 48912.0 Introduction 48912.1 Boeing 49212.2 Philips Healthcare Software Customer Services 49312.3 maxIT-VCS 50012.4 Aviva 50212.5 Churchill Downs Incorporated (CDI): Establishing a PMO 51712.6 Churchill Downs Incorporated (CDI): Managing Scope Changes 51812.7 Types of Project Offices 52212.8 Dell Inc. 52312.9 Computer Sciences Corporation (CSC) 53212.10 Slalom Consulting: Understanding the Nature of a PMO 53812.11 DTE Energy 54612.12 Chubb 54712.13 Hewlett-Packard 54812.14 Star Alliance 55012.15 Project Audits and the PMO 55212.16 Project Health Checks 55512.17 PMO of the Year Award 55713 Six Sigma and the Project Management Office 56513.0 Introduction 56513.1 Project Management Six Sigma Relationship 56513.2 Involving the PMO 56813.3 Traditional versus Nontraditional Six Sigma 56813.4 Understanding Six Sigma 57113.5 Six Sigma Myths 57313.6 Use of Assessments 57513.7 Project Selection 57713.8 Typical PMO Six Sigma Projects 57914 Project Portfolio Management 58114.0 Introduction 58114.1 Why Use Portfolio Management? 58214.2 Involvement of Senior Management, Stakeholders, and the PMO 58314.3 Project Selection Obstacles 58814.4 Identification of Projects 58814.5 Preliminary Evaluation 59214.6 Strategic Selection of Projects 59314.7 Strategic Timing 59614.8 Analyzing the Portfolio 59614.9 Problems with Meeting Expectations 59914.10 Portfolio Management at Rockwell Automation 60114.11 World Wildlife Fund (WWF) 60215 Global Project Management Excellence 60715.0 Introduction 60715.1 IBM 60815.2 Computer Associates Technologies (CA): Successful Project Delivery and Management 63415.3 Microsoft Corporation 64715.4 Deloitte: Enterprise Program Management 65915.5 COMAU 68015.6 Fluor Corporation: Knowledge Management for Project Execution 69215.7 Siemens PLM Software: Developing a Global Project Management Methodology 70516 Value-Driven Project Management 71316.0 Introduction 71316.1 Value over the Years 71416.2 Values and Leadership 71717 Effect of Mergers and Acquisitions on Project Management 73117.0 Introduction 73117.1 Planning for Growth 73117.2 Project Management Value-Added Chain 73217.3 Preacquisition Decision Making 73517.4 Landlords and Tenants 74017.5 Best Practices: Case Study on Johnson Controls, Inc. 74117.6 Integration Results 74517.7 Value Chain Strategies 74717.8 Failure and Restructuring 749Index 751