
Global Complex Project Management
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Content
- Front Cover
- Title Page
- Copyright
- Contents
- Foreword
- About the Authors
- WAVTM
- Part 1
- Overview
- Chapter 1: Introduction
- Chapter Learning Objectives
- Introduction
- P2 and the ECPM Frameworks: Differences and Similarities
- Rationale
- ECPM Framework Foundations
- P2 Framework Foundations
- P2 Principles Align with the ECPM Framework
- P2 Themes Align with the ECPM Framework
- P2 LEAN Framework
- The Recommended ECPM Framework Artifacts
- The P2 LEAN Framework Has No Equals
- Managing a P2 LEAN Project
- The P2 LEAN Framework May Not Need a Project Board
- The P2 LEAN Framework Allows for Model Changes During Execution
- Setting Up a P2 LEAN Project
- The Future of P2 LEAN
- Why We Wrote This Book
- How This Book Is Organized
- How to Use This Book
- Who Should Use This Book
- A Note on Capitalization of Terms
- Chapter 2: Overview of the Effective Complex Project Management Framework
- Chapter Learning Objectives
- ECPM Process Flow Diagram
- Project IDEATION Phase
- Step 1: Develop a Business Case
- Step 2: Elicit Requirements
- Step 3: Write a Project Overview Statement
- Project SET-UP Phase
- Step 4: Classify the Project
- Step 5: Choose the Best-fit PMLC Model Template
- Step 6: Assess Project Characteristics
- Step 7: Modify PMLC Model Template
- Project EXECUTION Phase
- Step 8: Define Version Scope
- Step 9: Plan the Next Cycle
- Step 10: Build the Next Cycle Deliverables
- Step 11: Conduct Client Checkpoint
- Step 12: Close the Version
- The Recommended ECPM Framework Artifacts
- The ECPM Co-Manager Model
- The ECPM High-level Requirements Definition
- The ECPM Scope Triangle
- The ECPM Bundled Change Request Process
- The ECPM Scope Bank
- The ECPM Probative and Integrative Swim Lanes
- The ECPM Vetted Portfolio of Tools, Templates, and Processes
- Putting It All Together
- Chapter 3: PRINCE2 LEAN: Are You a Cook or a Chef?
- Chapter Learning Objectives
- The Complex Project Landscape
- A High-level Look at P2 and the ECPM Framework Artifacts
- ECPM Framework versus P2 Project Life Spans
- Evolutionary Development
- Time Boxing
- Project Plan
- Tolerances
- Start Point
- People Autonomy and Empowerment
- The ECPM Framework Artifacts
- P2 LEAN Framework
- The Aligned Frameworks
- Setting Up a P2 LEAN Project
- Bottom-up Construction of a P2 LEAN Model
- Starting Up a P2 LEAN Project
- Initiating a P2 LEAN Project
- Controlling a P2 LEAN Stage
- Managing Product Delivery
- Managing a P2 LEAN Stage Boundary
- Closing a P2 LEAN Project
- Planning a P2 LEAN Project
- Putting It All Together
- Chapter 4: PRINCE2 LEAN: Project Planning
- Chapter Learning Objectives
- What Is Product-based Planning?
- The Benefits of Product-based Planning
- The P2 LEAN Project Planning Hierarchy
- Initiation Stage Plan
- Benefits Realization Plan
- High-level Project Plan
- Next Stage Plan
- Team Plan
- End of Project Plan
- What Is the Product-based Planning Template?
- PL1-Designing a Plan
- PL2-Creating the Product Breakdown Structure
- PL3-Writing Product Descriptions
- PL4-Creating the Product Flow Diagram
- PL5-Identifying the Activities and Dependencies
- PL6-Defining Work Packages
- PL7-Estimating
- Similarity
- Historical Data
- Expert Advice
- Delphi Technique
- Three-point Technique
- PL8-Identifying Resource Requirements
- Facilities
- Equipment
- Money
- Materials
- People
- PL9-Scheduling
- PL10-Analyzing Risks
- PL11-Completing a Plan
- Putting It All Together
- PART 2: PRINCE2 LEAN and the IDEATION Phase
- Chapter 5: Preparing the Business Case
- Chapter Learning Objectives
- Overview
- Starting Up a P2 LEAN Project: The Business Case
- Capture Previous Lessons
- Enhanced Project Mandate
- Preparing the P2 LEAN Business Case
- What Is a P2 LEAN Business Case?
- The P2 LEAN Framework Brainstorming Process
- Divergent Phase
- Emergent Phase
- Convergent Phase
- Define the P2 LEAN Project or Projects
- Analyze and Prioritize Alternative Projects
- Cost and Benefit Analysis
- Breakeven Analysis
- Return on Investment
- Cost-Benefit Ratio
- Prioritize the Alternative Projects
- Must Do, Should Do, Could Do, Won't Do
- Forced Ranking
- Risk/Benefit Matrix
- Paired Comparisons
- Select the Project to be Proposed
- Putting It All Together
- Chapter 6: Creating the Project Product Description
- Chapter Learning Objectives
- P2 LEAN Project Product Description Process Flow
- What Is a P2 LEAN High-level Requirement?
- Appoint Product Description Task Force
- Choose Requirements Elicitation Process
- Approaches to Requirements Elicitation and Decomposition
- Which Approach Should We Use?
- Conduct Requirements Elicitation Workshop
- Elicitation and Documentation Requirements
- Prepare Product Acceptance Test Procedure
- Project Product Description Document
- Project Product Description Document Outline
- Who Should Prepare This Document?
- Putting It All Together
- Chapter 7: Preparing for the Initiation Stage
- Chapter Learning Objectives
- Introduction
- Appoint the Project Brief Task Force
- Draft The Project Brief
- Purpose of the P2 LEAN Project Brief
- Drafting the P2 LEAN Project Brief
- Definition of the P2 LEAN Project Brief
- Problem/Opportunity Statement
- Goal Statement of This Version of the Solution
- Writing the Objectives of This Version
- Defining the Acceptance Criteria
- Listing the Major Assumptions/Risks/Obstacles
- Gain Co-Managers' Approvals
- An Example P2 LEAN Project Brief
- Prioritize the Scope Triangle Parameters
- Create the P2 LEAN Initiation Stage Plan
- Authorizing the SET-UP Phase
- Putting It All Together
- PART 3: PRINCE2 LEAN and the SET-UP Phase
- Planning for the SET-UP Phase
- Chapter 8: Selecting the Project Core Team
- Chapter Learning Objectives
- The P2 LEAN Project Team Template
- Project Executive
- Co-Manager Model
- Business Systems Engineer and Business Analyst
- Development Team and Client Team
- An Overall View of the P2 LEAN Framework Project Team
- Select the P2 LEAN Project Team Process Flow
- Co-Managers Define Project Team Structure and Core Team Roles
- Co-Managers Populate the Roles with Skill Requirements
- Gain Approval of the Staffing Plan
- Putting It All Together
- Chapter 9: Designing the Project Approach
- Chapter Learning Objectives
- P2 LEAN Complex Project Set-up Phase
- Appoint Project Approach Selection Task Force
- Choose Project Quadrant
- Choose the Best-fit PMLC Model Type
- Assess Project Characteristics
- Choose and Modify the Specific PMLC Model Template
- Which Specific PMLC Model Is the Closest Fit?
- Should the Chosen PMLC Model Be Adjusted for Better Alignment?
- What if There Isn't a Good Fit with a Specific PMLC Model?
- Document Project Approach for Approval
- Putting It All Together
- Chapter 10: Preparing the Project Initiation Documentation
- Chapter Learning Objectives
- The Project Initiation Documentation
- Quality Management Plan
- Risk Management Plan
- Project Controls
- High-level Project Plan
- Create the First Draft of the Benefits Realization Plan
- Template for the PBS Plan
- Next Stage Plan
- Next Stage Team Plan
- Assemble Project Initiation Documentation
- Putting It All Together
- Part 4: PRINCE2 LEAN and the EXECUTION Phase
- Chapter 11: Preparing for the Next Stage
- Chapter Learning Objectives
- Overview
- Update the Scope Bank
- Analyze Actual versus Planned Product Deliverables
- Any Functionality and Features Planned and Integrated in the Previous Cycle
- Any Functionality and Features Planned but Not Integrated in the Previous Cycle
- Learning and Discovery
- Any Changes that Took Place in the Business Environment During the Previous Cycles
- Probative Swim Lane Results
- Integrate: An Enhancement to the Solution Has Been Identified
- Modify and Repeat: This Direction May Produce Results and Should Be Continued
- Abandon: Nothing New Has Been Identified and this Direction Should Be Abandoned for the Time Being
- Search for New Functions and Features
- Updated Scope Bank
- Tracking the Size of Probative Swim Lanes and Integrative Swim Lanes
- Scope Bank Status Reports
- Complete Bundled Change Management Process
- Review Change Requests
- Add Change Requests to Scope Bank
- At Stage Completion, Prioritize Change Requests
- Conduct Impact Study for High Priority Change Requests
- Analyze Project Impact Studies
- Prioritize Changes for Next Stage Planning
- Create the Next Stage Plan
- Create the Team Plan
- Update the Project Initiation Documentation
- Update the High-level Project Plan
- Update the Benefits Realization Plan
- Update the Business Case
- Authorize the Next Stage
- Putting It All Together
- Chapter 12: Executing the Stage Plan
- Chapter Learning Objectives
- Authorize Work Packages
- Execute Work Packages
- Review Stage Status
- Capture, Examine, and Escalate Issues and Risks
- Take Corrective Action
- Accept Work Package Products
- Deliver the Work Package Products
- Putting It All Together
- Chapter 13: Closing the Stage
- Chapter Learning Objectives
- Closing a P2 LEAN Stage
- Normal End of Stage
- Abnormal End of Stage
- All Work Packages Completed Ahead of Schedule
- Work Packages or Tasks Not Completed Within the Stage Time Box
- Review Stage Status
- Putting It All Together
- Chapter 14: Closing the Project
- Chapter Learning Objectives
- Effective Complex Project Management Process Flow Diagram
- Co-Managers Recommend Project Closure
- Authorize Project Closure
- Create the End of Project Plan
- Deploy the Accepted Solution
- Phased Approach
- Cut-over Approach
- Parallel Approach
- By-business-unit Approach
- Evaluate the Project
- 1. Was the Project Goal Achieved?
- 2. Was the Project Work Done on Time, Within Budget, and According to Specification?
- 3. Was the Client Satisfied with the Project Results?
- 4. Was Business Value Realized?
- 5. What Lessons Were Learned About Your Project Management Methodology?
- 6. What Worked? What Did Not Work?
- 7. What Was Learned About the P2 LEAN Framework?
- Prepare End of Project Report
- Observations on the Next Version
- Celebrating Success
- Putting It All Together
- Part 5: Putting It All Together
- Chapter 15: Organizational Infrastructure
- Chapter Learning Objectives
- What Is a P2 LEAN PSO?
- Establishing the PSO Mission
- PSO Objectives
- Hub and Spoke PSO Organizational Structure
- P2 LEAN PSO Support Services
- Project Support
- Consulting and Mentoring
- Methods and Standards
- Vetted Portfolio
- Software Tools
- Training
- Project Co-Manager Resources
- Staffing the EPSO and the Division Level PSO
- Other Considerations
- Portfolio Support
- Assigning Project Managers
- Career and Professional Development of Project Managers
- Putting It All Together
- Chapter 16: Benefits of the PRINCE2 Lean Framework
- Chapter Learning Objectives
- Origins of the P2 LEAN Framework
- P2 LEAN Benefits Gained from the P2 Framework
- P2 LEAN Benefits Gained from the ECPM Framework
- Complex Project Co-Manager Model
- Requirements Elicitation
- Scope Triangle
- Bundled Change Management Process
- Scope Bank
- Probative and Integrative Swim Lanes
- Vetted Portfolio of Tools, Templates, and Processes
- Putting It All Together
- Epilogue
- Appendix A: Glossary
- Appendix B: Reference Bibliography
- Index
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