Value-Driven Project Management
Published on 17. August 2011
288 pages
978-1-118-17442-5 (ISBN)
Description
In the traditional view of project management, if a projectmanager completed a project and had adhered to the tripleconstraints of time, cost, and performance, the project wasconsidered a success. Today, in the eyes of the customer and theparent or sponsoring company, if a completed project did notdeliver its anticipated value, it would be seen as a failure.
Today's changing economic climate, marked by an increasinglycompetitive global environment, is driving project managers tobecome more business oriented. Projects must now be viewed from astrategic perspective within the context of a business orenterprise that needs to provide value to both the customer and theorganization itself. As a result, project managers are now requiredto possess the skills to complete a project within certainspecifications, and also know how to create and deliver value.
Responding to the needs of today's project managers,Value-Driven Project Management begins by changing the paradigm ofproject management. Rather than judge the success of a project fromthe perspectives of time, budget, and quality, the authorsdemonstrate why success is only achieved when planned businessvalues are met, including:
* Internal value
* Financial value
* Future value
* Customer-related value
The authors also offer best practices that allow you and yourorganization to create additional value in efficiency, customersatisfaction, and enhanced products and services. Finally, the bookhelps you incorporate value into clearly defined businessobjectives and "sell" the value-driven process to executives.
Throughout the book, helpful illustrations clarify complexconcepts and processes.
Assigning valuable resources to projects that don't provide sometangible form of value to the organization and to the client ispoor management and poor decision-making. On the other hand,selecting and implementing projects that will deliver value and anacceptable return on investment is effective management anddecision-making, but is very challenging, especially when a projectmay not provide its target value for years to come. WithValue-Driven Project Management in hand, you'll discover the toolsyou need to ensure that projects deliver true value upon theircompletion.
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Harold Kerzner | Frank P. Saladis | International Institute for Learning
Value-Driven Project Management
Book
09/2009
Wiley
€43.50
Shipment within 10-20 days
Persons
Harold D. Kerzner, Ph.D., is Senior Executive Director at theInternational Institute for Learning, Inc., a global learningsolutions company that conducts training for leading corporationsthroughout the world. He is a globally recognized expert onproject, program, and portfolio management, total qualitymanagement, and strategic planning. Dr. Kerzner is the author ofbestselling books and texts, including the acclaimed ProjectManagement: A Systems Approach to Planning, Scheduling, andControlling, Tenth Edition.
Frank P. Saladis, is a Senior Consultant and Trainer for theInternational Institute for Learning, Inc. and editor of theallPM.com newsletter, a global project management publication. Mr.Saladis was awarded the 2006 Linn Stuckenbruck Person of the YearAward by the Project Management Institute. The award recognizespeople who have made significant contributions to the Institute asleaders in project management. Mr. Saladis is the originator ofInternational Project Management Day, held each year to celebrateand recognize project managers from around the world.
International Institute For Learning, Inc. (IIL) is a globalleader in professional training and comprehensive consultingservices in the areas of project, program, and portfoliomanagement, PRINCE2®, business analysis, Microsoft®Office Project and Project Server, and Lean Six Sigma. IIL is anIIBA- endorsed education provider, a PMI® charter globalregistered education provider, and a member of PMI's SilverAlliance Circle, and Corporate Council.
Content
Preface.
Acknowledgements.
Chapter 1: HOW PROJECT MANAGEMENT HAS CHANGED.
Why Traditional Project Management May Not Work.
Today's View of Project Management.
Changing Views of Project Management.
Recognizing the Need for Change.
Chapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS.
Changing Times.
Not Meeting the Triple Constraint.
Defining Project and Program Success.
Redefining the Triple Constraint Success Criteria.
Definition of Success.
Chapter 3: THE IMPORTANCE OF VALUE.
Success.
Types of Value.
Return on Investment (ROI).
Types of Business Values.
Changing Values.
Chapter 4: THE STAKEHOLDERS: VIEW OF VALUE.
Stakeholder Perception.
Classification of Stakeholders.
The Sydney, Australia Opera House.
Apple's Lisa Computer.
Denver International Airport.
Balancing Stakeholder's Needs.
Traditional Conflicts over Values.
Project Management Value Conflicts.
Value Perceptions within a Project.
Chapter 5: THE COMPONENTS OF SUCCESS.
Four Cornerstones of Success.
Categories of Success.
Categories of Values.
Deciding on the Quadrant.
Internal Values.
Financial Values.
Future Values.
Customer-Related Values.
Reasons for Internal Value Failure.
Reasons for Financial Value Failure.
Reasons for Future Value failure.
Reasons for Customer-Related Value Failure.
Antares Solutions.
General Electric (Plastics Group).
Asea, Brown & Boveri (ABB).
Westfield Group.
Computer Associates Technology Services.
Convergent Computing.
Motorola.
Automotive Suppliers Sector.
Banking Sector.
Commodity Products (Manu.) Sector.
Large Companies.
Small Companies.
Chapter 6: SUCCESS AND BEST PRACTICES.
From Values to Best Practices (BP).
Two Components of Success.
Redefining Value Metrics (CSF & KPI).
The Need for Changing Metrics.
Project Management Office Involvement.
Discovery of Best Practices.
The Debriefing Pyramid.
Disclosure of Best Practices.
Levels of Success in Obtaining Values.
Project Management Knowledge.
Project Management Benchmarking.
Sharing Values during Benchmarking.
Intellectual Property Cost versus Value.
Implementation Failures.
Chapter 7: THE VALUE CONTINUUM.
The Timing of Values.
The Value Continuum.
Barriers along the Continuum.
Activities to Speed Up the Value Continuum.
The Value Continuum and the PMMM.
Value Management Life Cycle Phases.
Value Identification Phase: Business Case.
Business Drivers Phase: Business Drivers.
Measurement Phase: KPI.
Value Realization Phase: Value (Benefits).
Customer Satisfaction Management Phase: ContinuousImprovement.
Chapter 8: ASSIGNING VALUE THROUGH OBJECTICES.
Types of Performance Reports.
Benefits and Value at Completion.
Determining Benefits (Value) at Completion.
Establishing the Business Objectives.
Estimating Approaches.
Project Plans.
Business Plans.
Cancelling Projects.
Marrying Project Management and Program Management.
Chapter 9: VALUE LEADERSHIP AND SENIOR MANAGEMENT.
The Evolution of Leadership.
Measurements and Triggers.
What do Executives want to Hear?
Critical Issue for the Selling Process.
Threats that Executives Face.
Project Management Success versus Maturity.
Conclusions.
Index.
