Project management Books
John Wiley & Sons Inc Human Factors in Project Management
Book SynopsisIn Human Factors in Project Management, author Zachary Wonga noted trainer and acclaimed leader of more than 250 project teamsprovides a summary of people-based managementskills and techniques that can be applied when working in a team environment. This comprehensive resource brings together in one book new and current models in team motivation and integrates the most significant concepts in team motivation and behaviors into a single set of principles called Human Factors. Wong shows how these factors can be applied to the most challenging issues facing project managers today including Motivating a diverse workforce Facilitating team decisions Resolving interpersonal conflicts Managing difficult people Strengthening team accountability Communications Leadership Table of ContentsAcknowledgments vii The Author xi Introduction 1 One Emergence of Human Factors 11 Two Human Factors and Team Dynamics in Project Management 17 Three Key Elements of Team Performance: Content 27 Four Key Elements of Team Performance: Process 37 Five Key Elements of Team Performance: Behavior 69 Six Secrets of Managing the Three Key Elements 91 Seven Key Stages of Team Development 111 Eight Moving the Team Forward: Facilitation Techniques 125 Nine Personal Space 149 Ten Team Conflicts 191 Eleven How Conflicts Affect Personal Space 207 Twelve Expanding Your Space 223 Thirteen Managing Good and Bad Behaviors 247 Fourteen Raising Your Game 265 Fifteen Those Who Break Through Will Never Go Back 285 Sixteen Hearts and Minds of Human Factors 303 Seventeen Personal Leadership: Putting It All Together 323 Epilogue 341 References 343 Index 345
£49.40
MP-ALA American Library Assoc Project Management in Libraries On Time On
Book SynopsisA recent study showed that only 53 percent of projects come in on budget and only 49 percent on schedule. So what does it take to be an on-time finisher? This book takes readers through mastering the key skills that will make it happen: initiating, planning, executing, monitoring, and closing.
£44.25
Edward Elgar Publishing Ltd How to Manage International Multidisciplinary
Book SynopsisThis insightful How to guide is expertly crafted to assist mid-career academic and non-academic researchers in preparing for new and innovative ways of working in international multidisciplinary environments.
£25.95
Edward Elgar Publishing Case Studies on Project Management in Practice
£99.75
Edward Elgar Publishing Doing Exemplary Research Projects
£120.00
Edward Elgar Publishing Research Handbook on Complex Project Organizing
Book SynopsisThis Research Handbook provides a cutting-edge review of complex project organizing (CPO), and suggests fruitful avenues for future research with a focus on grand challenges and a sustainable future.
£43.65
John Wiley & Sons Inc Making Effective Business Decisions Using
Book SynopsisA guide to Microsoft Project that focuses on developing a successful project management strategy across the organization to drive better decisions Making Effective Business Decisions Using Microsoft Project goes far beyond the basics of managing projects with Microsoft Project and how to set up and use the software. This unique guide is an indispensable resource for anyone who operates within a Project Management Operation (PMO) or is affected by the adoption of project management within an organization. Its focus is to provide practical and transitional information for those who are charged with making decisions and supporting corporate and strategic objectives, and who face cost and resource constraints. Because more and more companies are aligning project management with their business strategies, the book not only provides guidance on using Microsoft Project and teaching project management skills, but also includes important information on measuring rTable of Contents1 Business Intelligence: Knowledge of Key Success Ingredients for Project Server 2010 1 In This Chapter 1 Maximizing PPM Ingredients, Culture, and Technology for Business Success 2 What Is the Project Management Lifecycle? 7 Information: What Fuels a PMO's Success? 16 Stakeholders in a Project Management Environment 21 Technology Meets Strategy: Welcome to the Business User Network 29 Important Concepts Covered in This Chapter 32 References 33 2 Value Proposition by Role of Project Server 2010 35 In This Chapter 35 Clairvoyance with Project/Server 2010: Forecast Future Results 37 Important Concepts Covered in This Chapter 75 References 77 3 Meeting CFO Needs with Project/Server 2010 79 In This Chapter 79 How the CFO Gets the Attention of the PMO 79 What and Why Is Work Management Critical to Organizational Success? 87 Synchronization of Strategic Objectives to Actual Effort 93 Important Concepts Covered in This Chapter 97 Reference 98 4 The Business Shakes Hands with the Microsoft Project 2010 Platform 99 In This Chapter 99 Logical Architecture Is More Natural for Business Users 100 Microsoft Project 2010 Platform Is Highly Extensible 122 Important Concepts Covered in This Chapter 130 References 131 5 End Users' Critical Success Factors: Using MS Project 2010 133 In This Chapter 133 Project Management in Small Business and the Enterprise 134 Initiating and Managing Projects Using the Microsoft Project Desktop Client 143 Being an Effective Enterprise Project Manager Using Microsoft Project Server 161 Fluent Project Management Using the Fluent UI: Introducing the Ribbon 171 Important Concepts Covered in This Chapter 181 References 182 6 Thinking Local, Going Social: Project Teams Can Thrive Using Microsoft Project Server 2010 185 In This Chapter 185 Project Management Looking Ahead 185 PPM Lifecycle 188 Important Concepts Covered in This Chapter 202 7 Better Together: Microsoft Project 2010 Worksites Using SharePoint Server 2010 203 In This Chapter 203 Integration of Collaboration, Social Media, and Project-Related Information 203 SharePoint Server 2010 Offers Critical Business Capabilities 208 Being Social in a Project Environment 217 Important Concepts Covered in This Chapter 221 8 Effective Transition of Strategy and Execution: Program Management Using Microsoft Project Server 2010 223 In This Chapter 223 Projects Are the 'How,' Programs Are the 'Why' 224 Important Concepts Covered in This Chapter 249 References 249 9 Intelligent Business Planning and Controlling Using Microsoft Project 2010 251 In This Chapter 251 Understanding Strategic Planning with Project Server 251 Creating and Managing Portfolio Lifecycle for Project Server 256 Understanding and Building Business Drivers 259 Using Project Server to Master Demand Management 268 Building Project Selection Criteria 286 What the Effi cient Frontier Is and How to Use It 292 Working with Constraints in Portfolio Planning 296 Creating and Running Multiple Scenarios for Portfolio Planning 303 Applying Strategic Analysis for Corporate to Departmental Needs 306 Committing New Work Portfolios and Measuring for ROI 309 Project Server Optimizing Governance for PMOs 315 Important Concepts Covered in This Chapter 319 References 320 10 Intelligent Business Planning and Reporting Using Microsoft Project 2010 321 In This Chapter 321 What Is Dynamic Reporting . . . 321 Creating Easy-to-Access Reporting in Project Server/SharePoint BI 324 Important Concepts Covered in This Chapter 361 Index 363
£64.76
John Wiley & Sons Inc Project Management Leadership
Book SynopsisProject Management Leadership is a comprehensive guide to the human factors involved in Project Management, in particular the leadership skills required to ensure successful implementation of current best practice.Table of ContentsForeword vii Authors’ Notes ix 1 Introduction to Project Management Leadership 1 2 Project Governance and Ethics 19 3 Project Leadership BoK 29 4 Project Organization Structures 53 5 Leadership Behaviors 69 6 Leadership Theories and Styles 81 7 Power to Influence 99 8 Resistance to Change 117 9 Emotional Intelligence 131 10 Leadership vs. Management 141 11 Working with Stakeholders 147 12 Project Teams 159 13 Teams vs. Groups 177 14 Team Roles 193 15 Team Development Phases 209 16 Team-Building Techniques 229 17 Coaching and Mentoring 241 18 Negotiation 255 19 Motivation 265 20 Delegation 279 21 Communication 289 22 Conflict Resolution 303 23 Problem Solving 317 24 Decision Making 337 Appendix – Lost at Sea 351 Glossary 355 Index 361
£25.20
John Wiley & Sons Inc Construction Project Management
Book SynopsisA thoroughly updated edition of the classic guide to project management of construction projects For more than thirty years, Construction Project Management has been considered the preeminent guide to all aspects of the construction project management process, including the Critical Path Method (CPM) of project scheduling, and much more.Table of Contents Preface vii 1 Construction Practices 1 2 Systematic Project Management 19 3 Project Estimating 35 4 Project Planning 71 5 Project Scheduling Concepts 97 6 Production Planning 143 7 Managing Time 161 8 Resource Management 191 9 Project Scheduling Applications 213 10 Project Coordination 241 11 Project Cost System 275 12 Project Financial Management 309 Index 335
£95.36
John Wiley & Sons Inc The Fast Forward MBA in Project Management
Book SynopsisThe all-inclusive guide to exceptional project managementThe Fast Forward MBA in Project Management is the comprehensive guide to real-world project management methods, tools, and techniques. Practical, easy-to-use, and deeply thorough, this book gives you answers you need now. You''ll find the cutting-edge ideas and hard-won wisdom of one of the field''s leading experts, delivered in short, lively segments that address common management issues. Brief descriptions of important concepts, tips on real-world applications, and compact case studies illustrate the most sought-after skills and the pitfalls you should watch out for. This new fifth edition features new case studies, new information on engaging stakeholders, change management, new guidance on using Agile techniques, and new content that integrates current events and trends in the project management sphere.Project management is a complex role, with seemingly conflicting demands that must be coordinaTable of ContentsForms Available Online xii Acknowledgments xiii About the Author xv Preface xvii Part 1 Introduction Chapter 1—Project Management: A Platform for Innovation 2 Introduction 2 Project Management is Keeping Pace with Global Change 4 Project Management is an Essential Leadership Skillset 5 Successful Projects Deliver Value 5 The Art and Science of Project Leadership 6 A Practical Checklist for Successful Projects: How This Book Will Help You 8 Beyond the Book: Tools for Application and Continuous Learning 11 End Point 13 Stellar Performer: OrthoSpot 14 Stellar Performer: PM4NGOs 15 Chapter 2—Foundation Principles of Project Management 17 Introduction 17 Projects Require Project Management 17 The Challenge of Managing Projects 19 The Evolution of a Discipline 20 The Definition of Success 24 Project Management Functions 26 Project Life Cycle 28 Organizing for Projects 31 Project Managers Are Leaders 35 End Point 36 Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 37 Chapter 3—Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate 42 Introduction 42 Defining Value: A New Lens for Judging Projects Informs the Development Process 43 Leverage a Consistent Product Development Process 44 Best Practices for Capturing Requirements Are Integrated into a Product Development Process 47 A Development Process is Not Project Management 48 Innovation Projects Experiment to Discover Desirability and Viability 49 End Point 51 Stellar Performer: The Lean Startup Innovation Movement 53 Stellar Performer: The Agile Approach to Software Development 57 Stellar Performer: The Stage-Gate System for New-Product Development 65 Part 2 Defining the Project Chapter 4—Project Initiation: Turning a Problem or Opportunity into a Project 74 Introduction 74 Project Initiation’s Place in the Project Life Cycle 75 A Proposal Defines the Future Business Value 77 Managing Requirements is Tightly Linked to Project Initiation 78 Common Principles for Project Initiation 80 Basic Project Proposal Content 85 Designing a Realistic Initiation Process 88 End Point 89 Stellar Performer: The Logical Framework Approach 90 Chapter 5—Know Your Key Stakeholders and Win Their Cooperation 98 Introduction 98 Stakeholder Focus Throughout the Life of the Project 99 Stakeholder Management is Risk Management for People 101 Stakeholder Roles: Project Manager 102 Stakeholder Roles: Project Team 102 Stakeholder Roles: Management 103 Stakeholder Roles: The Customer 106 Affected Stakeholders Can Make Crucial Contributions 108 Engage Affected Stakeholders 110 Lead the Stakeholders 112 End Point 113 Fast Foundation in Project Management 113 Chapter 6—Write the Rules: Key Documents to Manage Expectations and Define Success 116 Introduction 116 Project Rules Are the Foundation 117 Publish a Project Charter 119 Write a Statement of Work 121 Statement of Work: Minimum Content 122 Responsibility Matrix 129 End Point 132 Fast Foundation in Project Management 133 Part 3 The Planning Process Chapter 7—Risk Management: Minimize the Threats to Your Project 137 Introduction 137 All Project Management is Risk Management 138 The Risk Management Framework 141 Step One: Identify the Risks 142 Step Two: Analyze and Prioritize the Risks 146 Step Three: Develop Response Plans 152 Step Four: Establish Contingency and Reserve 158 Step Five: Continuous Risk Management 159 Unexpected Leadership 160 End Point 160 Fast Foundation in Project Management 161 Chapter 8—Work Breakdown Structure: Break Your Project into Manageable Units of Work 164 Introduction 164 Defining the Work Breakdown Structure 165 Building a Work Breakdown Structure 168 Criteria for a Successful Work Breakdown Structure 172 Work Package Size 175 Planning for Quality 177 Breaking Down Large Programs 179 Contractors or Vendors Can Provide a WBS 180 End Point 180 Chapter 9—Realistic Scheduling 183 Introduction 183 Planning Overview 183 Planning Step Two: Identify Task Relationships 185 Planning Step Three: Estimate Work Packages 189 Planning Step Four: Calculate an Initial Schedule 195 Planning Step Five: Assign and Level Resources 203 Small Projects Need Smaller Plans 213 End Point 214 Fast Foundation in Project Management 214 Chapter 10—Managing Agile Development with Scrum 216 Introduction 216 Scrum is a Framework 217 Managing the Product Backlog 223 Make the Plan Visible: Task Boards and Burndown Charts 225 Key Factors for Scrum to Be Effective 227 End Point 229 Chapter 11—The Art and Science of Accurate Estimating 230 Introduction 230 Estimating Fundamentals 231 Estimating Techniques 237 Building the Detailed Budget Estimate 246 Generating the Cash Flow Schedule 253 End Point 254 Fast Foundation in Project Management 254 Stellar Performer: Tynet, Inc. 255 Stellar Performer: Adobe Systems 258 Chapter 12—Balancing the Trade-Off Among Cost, Schedule, and Quality 264 Introduction 264 Three Levels of Balancing a Project 265 Balancing at the Project Level 266 Balancing at the Business Case Level 278 Balancing at the Enterprise Level 283 End Point 284 Stellar Performer: Safeco Field 285 Stellar Performer: Boeing 767-400ER Program 289 Part 4 Controlling the Project Chapter 13—Building a High-Performance Project Team 294 Introduction 294 A Framework for Building High-Performance Teams 298 Leadership Responsibilities 302 Building a Positive Team Environment 306 Ground Rules 307 Team Identity 309 Team Listening Skills 313 Meeting Management 317 Summary of Building a Positive Team Environment 317 Collaborative Problem Solving 319 Problem Analysis 319 Decision Modes 321 Conflict Management 326 Continuous Learning 329 Summary of Collaborative Problem Solving 333 Job Satisfaction 333 End Point 334 Stellar Performer: Habitat for Humanity 335 Chapter 14—Clear Communication Among Project Stakeholders 337 Introduction 337 Embrace Your Role as a Leader 338 Creating a Communication Plan 338 Change Management: Promote Behavior Change in Affected Stakeholders 345 Communicating Within the Project Team 353 Stellar Performer: Lockheed Martin Aeronautics 359 Closeout Reporting 361 End Point 362 Fast Foundation in Project Management 363 Chapter 15—Control Scope to Deliver Value 365 Introduction 365 The Change Control Process 366 Configuration Management 372 Change Control is Essential for Managing Expectations 374 End Point 374 Fast Foundation in Project Management 374 Chapter 16—Measuring Progress 376 Introduction 376 Measuring Schedule Performance 376 Measuring Cost Performance 380 Earned Value Reporting 382 Cost and Schedule Baselines 391 End Point 393 Chapter 17—Solving Common Project Problems 396 Introduction 396 Responsibility Beyond Your Authority 396 Disaster Recovery 397 Reducing the Time to Market 398 When the Customer Delays the Project 399 The Impossible Dream 400 Fighting Fires 401 Managing Volunteers 401 End Point 402 Part 5 Advancing Your Practice of Project Management Chapter 18—Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization 405 Introduction 405 Defining Enterprise Project Management 407 Three Tiers of Management Within EPM 409 The Four Components of EPM 411 Establish Consistent EPM Processes 412 Technology Enables EPM Processes 415 The People Who Deliver Projects 419 Support Project Management: The Project Office 420 End Point 428 Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office 430 Chapter 19—Requirements Engineering: The Key to Building the Right Product 437James Rivera and Eric Verzuh Introduction 437 Requirements Engineering and Project Management Are Intimately Connected 438 Requirement Types Illustrate the Evolving Product Vision 439 Requirements Engineering Scope and Processes 441 Requirements Development Activities 443 Requirements Management Activities 445 Requirements Documentation Techniques 447 Requirements Engineering Demands Discipline 447 End Point 449 Chapter 20—Project Portfolio Management: Align Project Resources with Business Strategy 450Ralph Kliem and Eric Verzuh Introduction 450 The Scope and Goals of the Portfolio 452 Stakeholders: Roles in Project Portfolio Management 453 PPM Information Supports Decisions 455 Project Selection and Prioritization 456 Ongoing Portfolio Management 459 Monitor the Results of Projects and the Portfolio 460 Culture Change 461 End Point 461 Chapter 21—PMP Exam Preparation 462Tony Johnson Introduction 462 Requirements to Earn the PMP 463 Top 10 Study Tips for the PMP Exam 463 End Point 467 Chapter 22—Microsoft Project: Guidelines for Effective Use 468 Introduction 468 Project Management Software Supports the Discipline 469 Looking Under the Hood: The Design of Project 469 Set Up the Project First 471 Follow the Planning Model in This Book 471 Task Types: Fix the Duration, Work, or Resource Level 473 Assigning Resources to a Project 473 Resource Leveling Your Schedule 476 Maintaining the Plan Throughout the Project 478 Project Server and Project Web App 479 End Point 480 Appendix A: The Detailed Planning Model 481 Appendix B: Downloadable Form Samples 490 Notes 495 Index 497
£32.00
John Wiley & Sons Inc Integrating Sustainability Into Major Projects
Book SynopsisA practitioner-focused guide featuring tools, models, and experience from the front lines of sustainability management on major projects With the growing need for sustainability management on large resource, infrastructure and power projects, this book provides project teams and sustainability practitioners with the practical advice, tools, and resources they need to create better projects. It offers extensive guidance for integrating sustainability into project design, planning and delivery. In each chapter, the authors provide invaluable sustainability management strategies and sample tools for project execution plans, engineering decision-making, stakeholder engagement tracking, logging commitments and follow-up actions, permit tracking, and construction management. Integrating Sustainability into Major Projects: Best Practices and Tools for Project Teams begins by introducing readers to the topic, as well as the common terminology. It then offers readTable of ContentsAbout the Authors ix Acknowledgments xi Chapter 1 Introduction 1 1.1 Terminology 2 1.2 Creating Value by Integrating Sustainability 2 1.3 Creating a Sustainability Focus 4 1.4 Sustainability is a Team Sport 10 1.5 Who is This Book For? 12 1.6 How to Use This Book 13 Chapter 2 Overview of Major Projects 15 2.1 What is a Major Project? 16 2.2 Types of Major Projects 16 2.3 Types of Project Structures 19 2.4 Key Players 24 2.5 Managing Time and Space 25 2.6 Project Lifecycle 27 2.7 Summary 29 Chapter 3 Standards and Guidelines 31 3.1 Getting Started 32 3.2 International Standards and Guidelines 32 3.3 Industry Guidelines 40 3.4 Discipline Guidelines 43 3.5 Responsible Project Financing 45 3.6 Sustainable and Responsible Investing 46 3.7 Managing Standards and Guidelines 47 3.8 Summary 48 Chapter 4 Understanding What is Important 51 4.1 Mapping Sustainability Topics 52 4.2 Mapping External Factors 53 4.3 Value Chain Analysis 58 4.4 Focus on Materiality 65 4.5 Summary 68 Chapter 5 Project Management 71 5.1 Sustainability Steering Committee 72 5.2 Project Charter 74 5.3 Sustainability Policy 75 5.4 Project Goals 77 5.5 Structuring the Project Organization 78 5.6 Project Execution Plan 79 5.7 Project Schedule 81 5.8 Project Communications Plan 82 5.9 Change Management 85 5.10 Project Team Roles and Responsibilities 86 5.11 Summary 88 Chapter 6 Stakeholder Engagement 89 6.1 Reasons to Engage 90 6.2 Identifying Stakeholders 91 6.3 Understanding Project Stakeholders 95 6.4 Engaging 97 6.5 Documenting Engagement 101 6.6 Communicating 101 6.7 The Stakeholder Engagement Plan (SEP) 103 6.8 Community Agreements 105 6.9 Additional Tools 105 6.10 Summary 106 Chapter 7 Managing Risk and Opportunity 107 7.1 Risk Workshops 108 7.2 Project Risk Register 112 7.3 Risk Management Plans 116 7.4 Opportunity Management 120 7.5 Summary 123 Chapter 8 Sustainability Management Tools 125 8.1 Sustainability Integration Framework 125 8.2 Management Systems 127 8.3 Managing Commitments 129 8.4 Developing a Commitments Action Log 132 8.5 Managing Complaints 136 8.6 Developing a Complaint Mechanism 139 8.7 Monitoring Sustainability Performance 143 8.8 Summary 144 Chapter 9 Approvals and Permits 145 9.1 Approvals 145 9.2 Permits 148 9.3 Summary 149 Chapter 10 Design 151 10.1 Design Basis 152 10.2 Selecting a Location 153 10.3 Community Design Workshops 156 10.4 Innovation 159 10.5 Decision Making 160 10.6 Designing for Climate Change 168 10.7 Summary 172 Chapter 11 Procurement 175 11.1 Procurement Plan 176 11.2 Economic Development Plan 179 11.3 Equipment and Materials 182 11.4 Supplies and Services 185 11.5 Logistics 186 11.6 Contractors 189 11.7 Summary 193 Chapter 12 Construction Management 195 12.1 Transition to Construction 196 12.2 Stakeholder Communications During Construction 197 12.3 Public Safety 202 12.4 Environmental Management 205 12.5 Working with Contractors 210 12.6 Permit to Work System 212 12.7 Construction Sustainability Metrics 214 12.8 Creating a Sustainability Culture 216 12.9 Summary 219 Chapter 13 Commissioning 221 13.1 Commissioning Team 222 13.2 Management Systems 222 13.3 Stakeholder Engagement 223 13.4 Communications 225 13.5 Completion and Demobilization 225 13.6 Summary 226 Chapter 14 Closure 227 14.1 Closure Planning 227 14.2 Transition to Closure 229 14.3 Design for Closure 231 14.4 Progressive Reclamation 232 14.5 Summary 234 Chapter 15 Wrap-Up 235 15.1 It’s a New World for Delivering Major Projects 235 15.2 So, What Can Project Teams Do? 236 15.3 Managing Complexity 237 15.4 What Does It Cost? 237 15.5 Getting Started 238 15.6 Sharing Your Stories 238 15.7 Final Word 239 Appendix A PESTLe Table of External Factors 241 Appendix B Stakeholder Summary Template 245 Appendix C Stakeholder Engagement Plan Sample Table of Contents 247 Appendix D Stakeholder Communications Planning for Construction 249 Index 251
£74.05
John Wiley & Sons Inc Agile 2
Book SynopsisAgile is broken. Most Agile transformations struggle. According to an Allied Market Research study, 63% of respondents stated the failure of agile implementation in their organizations. The problems with Agile start at the top of most organizations with executive leadership not getting what agile is or even knowing the difference between success and failure in agile. Agile transformation is a journey, and most of that journey consists of people learning and trying new approaches in their own work. An agile organization can make use of coaches and training to improve their chances of success. But even then, failure remains because many Agile ideas are oversimplifications or interpreted in an extreme way, and many elements essential for success are missing. Coupled with other ideas that have been dogmatically forced on teams, such as agile team rooms, and an overall inertia and resistance to change in the Agile community, the Agile movement is ripe for change since its birth twenty years ago. Agile 2 represents the work of fifteen experienced Agile experts, distilled into Agile 2: The Next Iteration of Agile by seven members of the team. Agile 2 values these pairs of attributes when properly balanced: thoughtfulness and prescription; outcomes and outputs, individuals and teams; business and technical understanding; individual empowerment and good leadership; adaptability and planning. With a new set of Agile principles to take Agile forward over the next 20 years, Agile 2 is applicable beyond software and hardware to all parts of an agile organization including Agile HR, Agile Finance, and so on. Like the original Agile, Agile 2, is just a set of ideas - powerful ideas. To undertake any endeavor, a single set of ideas is not enough. But a single set of ideas can be a powerful guide.Table of ContentsAbout the Authors vii Acknowledgments xi Foreword xv Preface xix 1 How Did We Get Here? 1 2 Specific Problems 21 3 Leadership: The Core Issue 49 4 Ingredients That Are Needed 69 5 Kinds of Leadership Needed 121 6 What Effective Collaboration Looks Like 157 7 It’s All About the Product 181 8 Product Design and Agile 2 191 9 Moving Fast Requires Real-Time Risk Management 205 10 A Transformation is a Journey 245 11 DevOps and Agile 2 275 12 Agile 2 at Scale 299 13 System Engineering and Agile 2 335 14 Agile 2 in Service Domains 363 15 Conclusion 383 Index 391
£19.54
John Wiley & Sons Inc Hybrid Project Management
Book SynopsisHybrid Project Management A how-to guide for leaders of hybrid projects that covers technical and leadership principles across the project delivery spectrum. Hybrid Project Management offers practical guidance for combining waterfall and adaptive (Agile) project management approaches. This helpful guide includes advice on when to use each approach and how various methods can be combined and customized to meet the needs of projects and stakeholders. A sample case study demonstrates how to apply the concepts described throughout the text. An exciting new title from bestselling author Cyndi Snyder Dionisio on a top trending topic in the field, sample topics covered in Hybrid Project Management include: Variables to consider when choosing a development approach Project roles such as sponsors, product owners, project managers, scrum masters, and the project team Launching a hybrid project (vision statements and charters) and structuring the project (development approach, delivery cadence, lTable of ContentsAcknowledgmentsxii Introduction xiii 1 Introducing Project Management 1 The Spectrum of Development Approaches 2 Waterfall 3 Iterative 4 Incremental 6 Agile 8 Hybrid Project Management and Development Approaches 9 Summary 11 Key Terms 11 2 Choosing a Development Approach 12 Product Variables 12 Innovation 13 Scope Stability 13 Requirements Certainty 14 Ease of Change 14 Risk 15 Criticality 15 Safety 16 Regulatory 16 Project Variables 16 Stakeholders 17 Delivery Options 17 Funding Availability 18 Organization Variables 18 Structure 18 Culture 19 Project Team 19 Experience and Commitment 20 Development Approach Evaluation Tool 21 Product Variables 21 Project Variables 22 Organizational Variables 23 Creating a Visual Display of The Variables 24 Summary 25 Key Terms 25 3 Project Roles 26 Project Sponsor 26 Initiating Projects 27 Up- Front Planning 27 Monitoring Progress 28 Supporting the Project Manager 28 Project Manager 29 Leadership Skills 29 Management Skills 30 Product Owner 31 Product Functions 31 People Activities 32 Scrum Master 32 Facilitation 32 Support 33 The Team 33 Generalizing Specialists 34 Hybrid Options 35 Summary 36 Key Terms 36 4 Launching a Hybrid Project 37 Vision Statements 38 Organizations’ Vision Statements 38 Project Vision Statements 39 Project Charter 40 Case Study 42 Background 42 Case Study Vision Statement 42 Case Study Charter 43 Assumptions and Constraints 46 Summary 47 Key Terms 47 5 Hybrid Project Planning and Structure 48 Planning Fundamentals 49 Progressive Elaboration and Rolling Wave Planning 49 Competing Demands 50 The Project Management Plan 51 Subsidiary Plans 51 Tailoring the Project Management Plan for Hybrid Projects 53 Project Life Cycles 54 Key Reviews 57 Project Management Plan for a Hybrid Project 58 Development Approach 58 Life Cycle 60 Subsidiary Plans 62 Key Reviews 63 Roadmap 63 Summary 64 Key Terms 65 6 Defining Scope in Hybrid Projects 66 Planning for Scope with a Scope Management Plan 66 Elaborating Scope with a Scope Statement 69 Narrative Description 69 Deliverables 70 Out of Scope 72 Organizing Scope with a Work Breakdown Structure 72 WBS Levels 72 Work Packages, Planning Packages, and Control Accounts 74 Steps to Create a WBS 76 Getting into the Detail with A WBS Dictionary 76 Working with Requirements 76 Elicitation 78 Prioritization 79 Documenting Requirements 81 Prioritizing Scope with a Backlog 83 Summary 84 Key Terms 84 7 Building a Predictive Schedule 85 Organizing with a Schedule Management Plan 85 Predictive Scheduling 88 Identify Tasks 88 Sequence Tasks 89 Assign Team Members 92 Estimate Durations 97 Summary 98 Key Terms 98 8 Analyzing and Finalizing a Predictive Schedule 100 Analyzing the Schedule 100 Convergence and Divergence 101 Resource Allocation 102 The Critical Path 104 Float 104 Finalizing the Schedule 106 Schedule Compression 106 Schedule Buffer 108 Baselining the Schedule 109 Summary 110 Key Terms 110 9 Adaptive and Hybrid Scheduling 111 Adaptive Scheduling 111 Release Planning 112 Task Boards 114 Hybrid Scheduling 115 Predictive with Releases and Iterations 115 Predictive with Iterations Inserted 116 Adaptive then Predictive 116 Dependencies in Hybrid Schedules 116 Summary 117 Key Terms 118 10 Estimating 119 Estimating Ranges 119 Estimating Methods 120 Analogous Estimating 121 Parametric Estimating 123 Multipoint Estimating 123 Uses and Benefits 124 Affinity Grouping 125 Wideband Delphi 127 Bottom- Up Estimating 128 Basis of Estimates 128 Estimating The Budget 129 Summary 131 Key Terms 132 11 Stakeholder Engagement 133 Identifying your Stakeholders 133 Analyzing Stakeholders 134 Grids and Matrixes 135 Analyzing Stakeholders by Role 137 Direction of Influence 137 Awareness and Support 137 Stakeholder Register 138 Planning for Successful Engagement 139 Planning Project Communication 140 Communication Methods 141 Communication Technology 141 Stakeholder Communication Plan 142 Summary 144 Key Terms 144 12 Maintaining Stakeholder Engagement 145 Engaging Stakeholders 145 Communication Competence 146 When Someone Is Speaking 147 When You Are Speaking 148 When You Are Writing 148 Feedback 149 Communication Blockers 150 Project Meetings 151 Adaptive Meetings 152 Predictive Meetings 156 Summary 157 Key Terms 157 13 Leadership in a Hybrid Environment 158 Emotional Intelligence 159 Self- Awareness 159 Self- Regulation 159 Social Awareness 160 Social Skills 160 Motivation 160 Motivators 161 Motivating Your Team 161 Example of Motivation in the Workplace 162 Agile Leadership Practices 162 Servant Leadership 162 Self- Managing Teams 163 Tailoring for a Hybrid Environment 166 Developing a High- Performing Team 166 Traits of High- Performing Teams 167 Building Relationships 167 Summary 168 Key Terms 168 14 Planning for Risk 169 Introduction to Risk Management 169 Risk Tolerance and Thresholds 171 Risk Management Plan 171 Elements in a Risk Management Plan 172 Sample Risk Management Plan 174 Risk Management Plan 174 Funding 175 Timing 175 Risk Categories 176 Definitions of Probability 176 Definitions of Impact 176 Probability and Impact Matrix 176 Summary 177 Key Terms 177 15 Identifying and Prioritizing Risk 178 Identifying Risks 178 Identification Methods 179 Documenting Risks 181 Analyzing and Prioritizing Risks 183 Filling out the Probability and Impact Matrix 183 Assessing Additional Risk Parameters 184 Simple Quantitative Analysis Methods 186 Expected Monetary Value 186 Decision Trees 187 Summary 188 Key Terms 188 16 Reducing Risk 189 Risk Responses 189 Risk Avoidance 190 Risk Mitigation 190 Risk Transference 190 Risk Escalation 191 Risk Acceptance 191 Implementing Responses 192 Risk- Adjusted Backlog 193 Reserve 195 Contingency Reserve 195 Management Reserve 199 Summary 199 Key Terms 200 17 Leading the Team 201 Establishing a Healthy Environment 201 Psychological Safety 202 Creating a Safe Environment 202 Cultivating Adaptability 203 Fostering Resilience 205 Ways of Thinking 205 Critical Thinking 206 Working with Bias 208 System Thinking 209 Supporting the Team 209 Solving Problems 210 Making Decisions 210 Resolving Conflicts 211 Considerations for Virtual Teams 213 Engagement 213 Structure 214 Virtual Meetings 215 Summary 216 Key Terms 216 18 Maintaining Momentum 217 Working with Change 217 Change Management Plan 218 Change Requests 219 Change Log 220 Requirements Traceability Matrix 221 Managing Change in a Hybrid Environment 221 Change for Predictive Deliverables 222 Change for Adaptive Deliverables 222 Helpful Tools 222 Decision Log 223 Issue Log 223 Impediment Log 224 Summary 224 Key Terms 224 19 Metrics for Predictive Deliverables 225 Predictive Measures 225 Schedule Measures 226 Cost Measures 228 Earned Value Management 231 Planning for Earned Value 231 Determining Earned Value and Actual Cost 236 Calculating Schedule and Cost Variances 237 Calculating Schedule and Cost Indexes 238 Forecasts 239 Estimate to Complete 240 Estimate at Completion 240 Summary 241 Key Terms 242 20 Metrics for Adaptive Deliverables 243 Adaptive Measures 243 Burndown Charts 244 Burnup Charts 246 Estimating Velocity 247 Cumulative Flow Diagrams 248 Creating a Cumulative Flow Diagram 250 Stakeholder Measures 253 Net Promoter Score ® 253 Mood Chart 254 Summary 255 Key Terms 255 21 Reporting for Hybrid Projects 256 Reporting 256 Narrative Reports 257 Visual Reports 260 Dashboards 260 Information Radiators 270 Hybrid Dashboards 270 Tips 272 Benefits 272 Summary 272 Key Terms 272 22 Corrective Actions and Closure 273 Preventive and Corrective Actions 273 Potential Causes and Responses for Performance Issues 274 Updating the Baseline 276 Project Closure 276 Transition 277 Administrative Closure 277 Acknowledgment 277 Evaluating Success 278 Close- Out Reports 278 Summary 280 Key Terms 280 23 Making the Move to a Hybrid Environment 281 Establish Criteria 281 Establish the Right Environment 282 Process First 282 Glossary 284 Index 292
£49.50
John Wiley & Sons Inc A Project Managers Book of Templates
Book SynopsisA PROJECT MANAGER'S BOOK OF TEMPLATES A helpful compendium of ready-made templates for managing every project in alignment with the latest PMBOK Guide, 7th ed. Project Management is a growing discipline that has seen considerable recent development. Project managers are now expected to deploy predictive and adaptive methods, and to draw upon a considerable base of knowledge in developing and formalizing project plans. The Project Management Institute (PMI) publishes the authoritative Project Management Body of Knowledge (PMBOK Guide), which contains the global standard for the Project Management profession. A Project Manager's Book of Templates is a vital companion to the PMBOK Guide, providing a comprehensive set of templates and reports that helps project managers translate the content of the Guide into practical applications. It promises to be an indispensable resource for professionals in this fast-moving field. A Project Manager's Book of Templates readers will also find: Templates covering all types of work, such as starting, planning, project documents, logs and registers, and reports and audits. Templates representing all updated features of the PMBOK Guide, including hybrid, adaptive and iterative practices, including AgileEasy, readable structure that moves project managers through the different types of work that is performed in project A Project Manager's Book of Templates isan essential companion for those preparing for the PMP Certification Exam, as well as practitioners and consultants to a range of global industries.Table of ContentsAcknowledgments vii About the Companion Website viii Introduction ix Audience ix Organization ix 1 Starting the Project 1 1.1 Project Proposal 2 1.2 Business Case 5 1.3 Project Startup Canvas 9 1.4 Project Vision Statement 12 1.5 Project Charter 15 1.6 Project Brief 21 1.7 Project Roadmap 25 2 Project Plans 27 2.1 Scope Management Plan 28 2.2 Requirements Management Plan 32 2.3 Schedule Management Plan 36 2.4 Release Plan 40 2.5 Cost Management Plan 42 2.6 Quality Management Plan 45 2.7 Resource Management Plan 49 2.8 Communication Plan 53 2.9 Risk Management Plan 56 2.10 Procurement Management Plan 62 2.11 Stakeholder Engagement Plan 67 2.12 Change Management Plan 70 2.13 Project Management Plan 74 3 Project Documents 81 3.1 Change Request 82 3.2 Requirements Documentation 86 3.3 Requirements Traceability Matrix 89 3.4 Project Scope Statement 94 3.5 WBS Dictionary 97 3.6 Effort/Duration Estimates 100 3.7 Effort--Duration Estimating Worksheet 103 3.8 Cost Estimates 107 3.9 Cost Estimating Worksheet 109 3.10 Responsibility Assignment Matrix 114 3.11 Team Charter 117 3.12 Probability and Impact Assessment 121 3.13 Risk Data Sheet 127 3.14 Procurement Strategy 130 3.15 Source Selection Criteria 133 3.16 Stakeholder Analysis 136 3.17 User Story 138 3.18 Retrospective 140 4 Logs and Registers 143 4.1 Assumption Log 144 4.2 Backlog 147 4.3 Change Log 149 4.4 Decision Log 152 4.5 Issue Log 154 4.6 Stakeholder Register 157 4.7 Risk Register 160 4.8 Lessons Learned Register 163 5 Reports and Audits 167 5.1 Team Member Progress Report 167 5.2 Project Status Report 173 5.3 Variance Analysis Report 179 5.4 Earned Value Analysis 183 5.5 Risk Report 187 5.6 Contractor Status Report 193 5.7 Contract Closeout Report 197 5.8 Lessons Learned Report 201 5.9 Project Closeout Report 206 5.10 Quality Audit 210 5.11 Risk Audit 213 5.12 Procurement Audit 217 Appendix: Combination Templates 221 Index 231
£58.50
John Wiley & Sons Inc Decision Making in Systems Engineering and
Book SynopsisDECISION MAKING IN SYSTEMS ENGINEERING AND MANAGEMENT A thoroughly updated overview of systems engineering management and decision making In the newly revised third edition of Decision Making in Systems Engineering and Management, the authors deliver a comprehensive and authoritative overview of the systems decision process, systems thinking, and qualitative and quantitative multi-criteria value modeling directly supporting decision making throughout the system lifecycle. This book offers readers major new updates that cover recently developed system modeling and analysis techniques and quantitative and qualitative approaches in the field, including effective techniques for addressing uncertainty. In addition to Excel, six new open-source software applications have been added to illustrate key topics, including SIPmath Modeler Tools, Cambridge Advanced Modeller, SystemiTool2.0, and Gephi 0.9.2. The authors have reshaped the book's organization and presentaTable of ContentsList of Figures xiii List of Tables xxiii 1 Working with Systems 1 1.1 Introduction 1 1.2 The Systems Engineering Perspective 7 1.2.1 Systems Trends That Challenge System Engineers 8 1.2.2 Fundamental Tasks of Systems Engineers 12 1.2.3 Relationship of Systems Engineers to Other Engineering Disciplines 14 1.2.4 Education, Training, and Knowledge of Systems Engineers 15 1.3 Systems thinking 17 1.4 System life cycles 20 1.4.1 System life cycle model 23 1.5 Other major system life cycle models 29 1.6 Systems Decision Process (SDP) 34 1.7 Stakeholders and Vested Interests 39 References 47 2 Applied Systems Thinking 51 2.1 Holism Framing Systems 51 2.1.1 Systems versus Analytic Thinking 54 2.1.2 Check on Learning 56 2.2 Element Dependencies 57 2.2.1 Check on Learning 58 2.3 Expansive and Contractive Thinking 59 2.3.1 Check on Learning 60 2.4 Structure 61 2.5 Classifying Systems 68 2.6 Boundaries 69 2.7 Visibility and Spatial Arrangement 72 2.7.1 Visibility 72 2.7.2 Spatial Arrangement 74 2.7.3 Check on Learning 76 2.8 Evolution and Dynamics 77 References 81 3 System Representations 83 3.1 Introduction 83 3.2 System Model Concepts 84 3.2.1 What Models Are 85 3.2.2 Role of Models in Solution Design 86 3.2.3 Qualities of useful models 87 3.2.4 Building System Models 89 3.2.5 Characteristics of models 95 3.2.6 Exercise the Model 96 3.2.7 Revise the model 97 3.3 Systemigrams 98 3.3.1 Systemigram Rules 99 3.4 Directional Dependency (D2) Diagrams 102 3.4.1 D2 diagrams into math representations 103 3.5 DSM and DMM Models 107 3.5.1 Dependency Structure Matrix (DSM) 108 3.5.2 System Adjacency Matrices 114 3.5.3 Check on Learning 120 3.5.4 Domain Mapping Matrix (DMM) 120 3.6 System Dynamics 122 3.7 IDEF0 Models 129 3.8 Simulation Modeling 138 3.8.1 Analytical Methods versus Simulation 138 3.8.2 Check on Learning 143 3.9 Determining Simulation Sample Size 143 References 147 4 The Systems Decision Process 151 4.1 Introduction 151 4.2 Value versus Alternative Focused Thinking 151 4.3 The SDP in Detail 154 4.3.1 The System Environment 156 4.3.2 When to Use the Systems Decision Process 159 4.3.3 Check on Learning 161 4.4 The Role of Stakeholders 164 References 169 5 Problem Definition 171 5.1 Purpose of the Problem Definition Phase 171 5.1.1 Comparison with Other Systems Engineering Processes 173 5.2 Research and “What is?” 174 5.2.1 Check on Learning 178 5.3 Stakeholder Analysis 179 5.3.1 Techniques for Stakeholder Analysis 181 5.3.2 At Completion FCR Matrix 195 5.4 Requirements Analysis 197 5.4.1 Margins 201 5.5 Functional Analysis 204 5.6 Assessing System Readiness 213 5.7 Initial Risk Assessment 218 5.7.1 Risk identification 219 5.7.2 Risk Mitigation 229 References 231 6 Value Modeling 235 6.1 Introduction 235 6.2 Qualitative Value Modeling 239 6.2.1 Measures 242 6.3 Quantitative Value Model 249 6.3.1 Value Functions 251 6.3.2 Value Increment Method 256 6.3.3 Weighting Options 259 References 275 7 Solution Design 277 7.1 Introduction 277 7.2 Ideation Techniques 279 7.2.1 Brainstorming 279 7.2.2 Brainwriting 282 7.2.3 Design Thinking 282 7.2.4 Affinity Diagramming 284 7.2.5 Delphi 285 7.2.6 Groupware 287 7.2.7 Lateral and Parallel Thinking and Six Thinking Hats 287 7.2.8 Morphology 287 7.2.9 EndsMeans Chains 289 7.2.10 Other Ideation Techniques 289 7.3 Screening and Feasibility 291 7.4 Improving Candidate Alternatives 296 7.4.1 Design of Experiments 299 7.4.2 Fractional factorial design 304 7.4.3 Pareto analysis 312 References 315 8 Costing Systems 317 8.1 Introduction 317 8.2 Types of Costs 323 8.3 Cost Estimating Techniques 324 8.3.1 Estimating by Analogy 325 8.3.2 Parametric Estimation Using Cost Estimating Relationships 326 8.3.3 Learning Curves 339 8.4 Time Effects on Cost 345 8.4.1 Time Value of Money 345 8.4.2 Inflation 346 8.4.3 Net Present Value 348 8.4.4 Breakeven Analysis and Replacement Analysis 350 References 353 9 Decision Making via Tradespace Analysis 355 9.1 Introduction 355 9.2 Tradespace Properties 358 9.3 Scoring Solution Alternatives 360 9.4 Scoring Options 363 9.4.1 Candidate Systems Scoring 364 9.4.2 Candidate Components Scoring 367 9.5 Tradespace Analysis on Scoring Results 372 9.5.1 Analyzing Sensitivity on Weights 377 9.5.2 Sensitivity Analysis on Weights Using Excel 379 9.6 Applying Valuefocused Thinking 380 9.6.1 Improving nonDominated Alternatives 384 9.6.2 Improving Dominated Alternatives 385 9.7 Supporting the Tradespace Decision 386 9.8 Use valuefocused thinking to improve solutions 388 9.8.1 Decision Analysis of Dependent Risks 389 9.9 Reporting and Decision Handoff 392 9.9.1 Developing the Report 392 9.9.2 Developing the Presentation 393 9.9.3 Presenting Analysis Results 394 9.9.4 Concluding the Presentation 395 9.9.5 Using a Storyline Approach 396 References 399 10 Stochastic Tradespace Analysis 401 10.1 Introduction 401 10.2 Uncertainty Concepts 403 10.3 Flaw of Averages Considerations 406 10.4 Uncertainty Distributions 409 10.5 Monte Carlo Uncertainty Simulation 410 10.6 Cost Uncertainty Modeling 413 10.7 Realization Analysis 417 10.7.1 Level 1 Analysis Choice Set Reduction 419 References 429 11 System Reliability 433 11.1 Modeling System Reliability 433 11.2 Math Models in Reliability 434 11.2.1 Common Continuous Reliability Distributions 438 11.2.2 Common Discrete Distributions 444 11.2.3 Check on Learning 446 11.3 Reliability Block Diagrams 446 11.3.1 Series System 449 11.3.2 Parallel System 454 11.3.3 Combined Series and Parallel RBD 455 11.3.4 Koutof N Systems 456 11.3.5 Complex Systems 456 11.4 Component Reliability Importance Measures 458 11.4.1 Importance Measure for Series System 459 11.4.2 Importance Measure for Parallel System 461 11.4.3 Check on Learning 463 11.5 Allocating and Improving Reliability 463 11.5.1 Check on Learning 465 11.6 Markov models of repairable systems 465 11.6.1 Kolmogorov Differential Equations 466 11.6.2 Transient Analysis 466 11.6.3 Steady State Analysis 468 11.6.4 CTMC Models of Repairable Systems 469 11.6.5 Modeling Multiple Machine Problems 471 References 477 12 Solution Implementation 479 12.1 Introduction 479 12.2 Solution Implementation Phase 481 12.3 The Initiating Process 483 12.4 Planning 485 12.5 Executing 488 12.6 Monitoring and Controlling 489 12.7 Closing 492 12.8 Implementation During Life Cycle Stages 492 12.8.1 Implementation in “Produce the System” 492 12.8.2 Implementation in “Deploy the System” 494 12.8.3 Implementation in “Operate the System” 496 12.8.4 Check on Learning 499 References 503 13 EpilogueProfessional Practice 505 13.1 Systems Engineering Activities 507 13.2 Working with the systems development team 510 13.3 Building an Interdisciplinary Team 513 13.4 Systems engineering responsibilities 517 13.5 Roles of the Systems Engineer 524 13.6 Characteristics of the Ideal Systems Engineer 525 13.7 Summary 526 References 527 Appendix A: Realization Analysis Levels 0 and 2 529 A.1 Level 0 Analysis Refined Choice Set Identification 530 A.2 Level 2 Analysis Postselection Insights 533 References 537 Appendix B: Software Fundamentals 539 B.1 SystemiTool 539 B.2 Cambridge Advanced Modeller (CAM) 540 B.3 Mathematica 542 B.4 Gephi 543 B.5 Vensim PLE 544 B.6 SIPmath 545
£107.96
John Wiley & Sons Inc Program Management
Book SynopsisProgram Management Unique and adaptable approach to program management, offering key insights needed for professionals and business leaders to drive strategic change Program Management links business purpose, strategy, program stakeholders, benefits realization, and transformative change-making to provide a uniquely integrated view and use of program management, offering practicing initiative leaders the skills and mindset shifts needed to effectively communicate and champion programs to stakeholders. The text includes key insights into strategy execution excellence and designing risk-based governance strategies that empower a learning culture within the PMO and across the business, guidance that is customizable to the nature of strategic initiatives and change efforts at the individual and organizational level, and customization that is driven by the emphasis on the potential use of programs and projects as learning labs for different levels of complexity, organizational maturity, and diverse business contexts. Written by a highly qualified author with more than 30 years of experience in the field, Program Management covers critical topics such as: Origin of programs, program management definitions and concepts, the role of program manager vs. project manager, and the importance of value focus across the program life cycle. How leaders need to be agile, navigate political waters, manage incredible complexity, and align diverse stakeholders. Envisioning a Program Roadmap that fits context and inspires commitment to continuously achieving value. The culture for change making and the attributes for a healthy change culture including the future Power Skills. Also addressing the value proposition of program professionals in the future. Impact of digitalization and Artificial Intelligence (AI) on the future of programs. Creating the value-driven way of working and developing the value mindset coupled with the role of benefits management in programs and projects. The PMO as the learning engine for the enterprise and the changing role of the program offices. Becoming a Change Scientist, the maturing of value and strategic metrics in programs, and how to achieve the right metrics design and mix. For program and project managers, practitioners, PMO leaders, students in project and program management courses, and those studying for project and program management certifications, Program Management is an essential mindset, skillset, and toolset for executing a strategic plan and providing synergy, consistency in managing change, and a greater focus on achieving what matters to customers and stakeholders.Table of ContentsPreface xi Introduction The Why of Program Management 1 Background 1 Differences Between Programs and Projects 2 Why this Book 6 Approach 7 The Expected Outcomes 7 Section I Governing with Excellence and Achieving Change 9 Section Overview 9 Section Learnings 9 Key Words 9 Introduction 10 Program Management Challenges 10 Types of Projects 11 Program Business Case 11 Scope Creep 11 Organizational Charts 12 Managing Stakeholder Expectations 12 Status Reporting 13 Strategic Alignment 13 Selecting a Methodology 13 Defining Success 14 Chapter 1 Connecting to Purpose and Achieving Change 15 1.1 Programs Matter 15 1.2 Alignment Across Delivery 19 1.3 Speed and Quality of Decisions 26 1.4 The Conductor 29 1.5 Elaborating Through Complexity 32 1.6 Managing Change Matters 36 1.7 Aligning Across Hearts and Minds 39 1.8 Digital Transformation 43 1.9 The Change Maker 47 1.10 Championing Change 49 Chapter 2 Creating Focus 55 2.1 The Program Sponsor 55 2.2 A Critical Partnership 59 2.3 The Stakeholder Link 63 2.4 The Program Charter and Clear Prioritization 67 2.5 Thinking Again for a Change 71 Chapter 3 Driving Integration 75 3.1 The Holistic Leader 75 3.2 The Benefits Focus 79 3.3 Integrating with Empathy 82 3.4 Communicating with the Program Roadmap 84 3.5 Powerful Storytelling 88 Section II Applying Power Skills and Digital Enablers to Create Continual Change 93 Section Overview 93 Section Learnings 93 Key Words 94 Chapter 4 Change Making 95 4.1 The Future of Business 95 4.2 Change Culture 99 4.3 Change Matters 101 4.4 The Inspiring Program Stories 105 4.5 Transformation Qualities 107 Chapter 5 Effective Engaging 111 5.1 Adapting Across the Life Cycle 111 5.2 Program Stakeholders 114 5.3 Engaging Stakeholders 117 5.4 Engagement Strategies for Fit 119 5.5 Sensing and Responding 121 Chapter 6 Power Skills 125 6.1 The Skills Revolution 125 6.2 Not Soft Skills Anymore 129 6.3 The Program Success Link 132 6.4 Power Skills Mastery 135 6.5 The Program Manager Professional 138 Chapter 7 Digitized Future 143 7.1 AI is Here to Stay 143 7.2 The Digital Edge 147 7.3 Managing with Intelligence 150 7.4 Communicating is Human 153 7.5 Achieving Balance 155 Section III The Program Management Office (PMO) – The Strategy Execution Arm 159 Section Overview 159 Section Learnings 159 Key Words 160 Chapter 8 Value- Driven Programs and Hybrid Work 161 8.1 Value- Driven Way of Working 161 8.2 The Value Mindset 164 8.3 Benefits Management Matters 167 8.4 Initiatives Success 169 8.5 Imbedding the Value Focus 171 8.6 The Hybrid Way of Working 174 8.7 Cocreating the Program Approach 177 8.8 Value of Flexible Delivery 179 8.9 Program Life Cycle Choices 182 8.10 Organizing Teams for Fit 184 Chapter 9 Risk- Based Governance 187 9.1 Why Risk- Based Program Governance Matters? 187 9.2 The Cascading Effect of the Risk Appetite 190 9.3 Decision- Making Speed 193 9.4 Integration with Learning 196 9.5 Maturing Program Management Practice 197 Chapter 10 The Learning Engine 205 10.1 The Enterprise Learning Muscles 205 10.2 Developing Role of the PMO 208 10.3 Creating the Learning Culture 210 10.4 Criticality of Cross- Programs Alignment 213 10.5 Guided Continuous Improvement 215 Section IV Organizational Change Management Framework – Transforming Strategy Execution to Realize Program Value 219 Section Overview 219 Section Learnings 219 Key Words 220 Chapter 11 Change Culture 221 11.1 The Features of Change Culture 221 11.2 Change Success Ingredients 223 11.3 Governance Matters 226 11.4 ERM- Based Governance 227 11.5 Supporting Change Success 230 Chapter 12 Sustaining Benefits 233 12.1 Benefits Across the Lifecycle 233 12.2 Resiliency and Benefits 240 12.3 An Ownership Environment Matters 242 12.4 Managing for Trust 244 12.5 Change and Benefits Consistency 246 Chapter 13 Change Scientists 249 13.1 The Change Scientists’ Revolution 250 13.2 The Power Skill for Program Success 251 13.3 The Program Metrics mix 254 13.4 Decision- Making Mastery 256 13.5 The Program Core Team Changes 259 Chapter 14 Adaptable Roadmaps 263 14.1 Value- Based Program Roadmaps 263 14.2 The Adapting Factor 265 14.3 Balancing Governance with Traceability 268 14.4 Cocreated Roadmaps 271 14.5 Diversity Consistency 274 Section V The Path Forward 279 Strategic Opportunities For Program Management 279 Case Study: Nora’s Dilemma 285 Case Study: The Blue Spider Project 287 Case Study: McRoy Aerospace 298 Case Study: The Team Meeting 299 Case Study: The Prima Donna 301 Case Study: Zane Corporation 302 The Project Management Landscape Changes 302 Case Study: The Poor Team Performer 304 Case Study: The Management Control Freak 304 Leading and Sustaining Future Change 306 Index 315
£58.50
John Wiley & Sons Inc Project Management Best Practices
Book SynopsisPROJECT MANAGEMENT BEST PRACTICES Best practices from 50+ world-class organizations to improve project management, add business value, and increase benefit realization Featuring senior executives and project managers from more than 50 world-class companies offering their best practices for successful project management implementation, the newly revised Fifth Edition of Project Management Best Practices contains updates throughout to reflect the latest project management best practices that add value and efficiency to every level of an organization. The text offers guidance on a wide range of project management best practices, with new coverage of the impact of COVID-19, the growth of nontraditional projects, cultural and emotional intelligence, and much more. Project Management Best Practices features insights and best practices from world class organizations like Siemens, Deloitte, GEA, Heineken, Sony, Dubai Customs, Philips Medical, IBM, Boeing, CTable of ContentsPreface xv About the Companion Website xix 1 Understanding Best Practices 1 1.0 Introduction 1 1.1 Wärtsilä 2 1.2 Project Management Best Practices: 1945–1960 4 1.3 Project Management Best Practices: 1960–1985 5 1.4 Project Management Best Practices: 1985–2016 8 1.5 Project Management Best Practices: 2016–Present 13 1.6 Benefits Management Practice at Dubai Customs 14 1.7 An Executive’s View of Project Management 19 1.8 The Growth of Nontraditional Projects 22 1.9 The Growth of the VUCA Environment 24 1.10 The Impact of the COVID- 19 Pandemic on Project Management 26 1.11 General Motors and Ventilators 30 1.12 Best Practices Process 33 1.13 Step 1: Definition of a Best Practice 34 1.14 Step 2: Seeking Out Best Practices 37 1.15 Dashboards and Scorecards 45 1.16 Key Performance Indicators 48 1.17 Manufacturing Best Practices in Action 54 1.18 Step 3: Validating the Best Practice 57 1.19 Step 4: Levels of Best Practices 58 1.20 Step 5: Management of Best Practices 61 1.21 Step 6: Revalidating Best Practices 61 1.22 Step 7: What to Do with a Best Practice 62 1.23 Step 8: Communicating Best Practices Across the Company 63 1.24 Step 9: Ensuring Usage of the Best Practices 65 1.25 Common Beliefs 65 1.26 The Dark Side of Project Management Best Practices 67 1.27 Best Practices Library 67 1.28 Determining the Value of a Best Practice 69 1.29 ARAMCO Bolsters Innovation through Cutting- Edge Ideas 71 2 From Best Practice to Migraine Headache 75 2.0 Introduction 75 2.1 Good Intentions Becoming Migraines 76 2.2 Enterprise Project Management Methodology Migraine 77 2.3 Trade- Off Migraine 77 2.4 Customer Satisfaction Migraine 78 2.5 Migraine Resulting from Responding to Changing Customer Requirements 79 2.6 Reporting Level of the PMO Migraine 80 2.7 Cash Flow Dilemma Migraine 80 2.8 Scope Change Dilemma Migraine 81 2.9 Outsource or Not Migraine 82 2.10 Determining When to Cancel a Project Migraine 82 2.11 Providing Project Awards Migraine 83 2.12 Migraine from Having the Wrong Culture in Place 84 2.13 Migraines Due to Politics 85 2.14 Migraines Caused by the Seven Deadly Sins 92 2.15 Sources of Smaller Headaches 106 2.16 Ten Uglies of Projects 109 3 Journey to Excellence 119 3.0 Introduction 119 3.1 Strategic Planning for Project Management 122 3.2 Roadblocks to Excellence 130 3.3 Pain Points 131 3.4 Hitachi Ltd. 138 References 144 3.5 Farm Credit Mid- America Best Practices 150 References 154 3.6 NCS Integrated Delivery Methods (IDM) & Project Management Method (PMM) 155 3.7 Managing Change within Research and Development at Business Area Networks, Ericsson 162 3.8 Intel Corporation and “Map Days” 170 3.9 Apple Computer and Cell Phones 170 3.10 The Light at the End of the Tunnel 171 3.11 Managing Assumptions 173 3.12 Project Governance 174 3.13 Seven Fallacies That Delay Project Management Maturity 175 3.14 Motorola 178 3.15 Texas Instruments 179 3.16 Naviair: On Time— On Budget 180 3.17 Avalon Power and Light 190 3.18 Roadway Express 191 3.19 Kombs Engineering 193 3.20 Williams Machine Tool Company 194 4 Project Management Methodologies 197 4.0 Introduction 197 4.1 Excellence Defined 198 4.2 Recognizing the Need for Methodology Development 198 4.3 Enterprise Project Management Methodologies 202 4.4 Benefits of a Standard Methodology 207 4.5 Critical Components 208 4.6 Valmet Customer Project Management 211 4.7 Project Quality Gates— Structured Approach to Ensure Project Success 214 4.8 Técnicas Reunidas 219 4.9 Sony Corporation and Earned Value Management 225 Further Reading 229 4.10 Project Management Tools and Socialized Project Management 229 4.11 Artificial Intelligence and Project Management 230 4.12 Life- Cycle Phases 232 4.13 Expanding Life- Cycle Phases 233 4.14 Churchill Downs Incorporated 234 4.15 Indra: The Need for a Methodology 235 4.16 Implementing the Methodology 237 4.17 Implementation Blunders 238 4.18 Overcoming Development and Implementation Barriers 238 4.19 Wärtsilä: Recognizing the Need for Supporting Tools 239 4.20 General Motors Powertrain Group 240 4.21 Indra: Closing the Project 242 4.22 When Traditional Methodologies May Not Work 244 5 Integrated Processes 249 5.0 Introduction 249 5.1 Understanding Integrated Management Processes 250 5.2 Evolution of Complementary Project Management Processes 251 5.3 Total Quality Management 255 5.4 Concurrent Engineering 260 5.5 Risk Management 261 5.6 Wärtsilä: The Need for Proactive Risk Management 264 5.7 Indra: When a Risk Becomes Reality (Issue Management) 266 5.8 The Failure of Risk Management 269 5.9 Defining Maturity Using Risk Management 270 5.10 Boeing Aircraft Company 271 5.11 Change Management 271 5.12 Other Management Processes 272 6 Culture 275 6.0 Introduction 275 6.1 Creation of a Corporate Culture 276 6.2 Corporate Values 278 6.3 Types of Cultures 279 6.4 Corporate Cultures at Work 281 6.5 GEA and Heineken Collaboration: A Learning Experience 284 6.6 Indra: Building a Cohesive Culture 294 6.7 Barriers to Implementing Project Management in Emerging Markets 298 7 Management Support 307 7.0 Introduction 307 7.1 Visible Support from Senior Managers 307 7.2 Project Sponsorship 308 7.3 Excellence in Project Sponsorship 313 7.4 When Sponsorship Fails 313 References 320 7.5 The Need for a Project Cancellation Criteria 320 7.6 Project Governance 321 7.7 Tokio Marine: Excellence in Project Governance 324 7.8 Empowerment of Project Managers 330 7.9 Management Support at Work 331 7.10 Getting Line Management Support 334 7.11 Initiation Champions and Exit Champions 334 8 Training and Education 339 8.0 Introduction 339 8.1 Training for Modern Project Management 339 8.2 Need for Business Education 341 8.3 SAP: Importance of a Project Management Career Path 342 8.4 International Institute for Learning 343 8.5 Identifying the Need for Training 348 8.6 Selecting Participants 349 8.7 Fundamentals of Project Management Education 349 8.8 Some Changes in Project Management Education 350 8.9 Designing Courses and Conducting Training 352 8.10 Measuring the Return on Investment in Education 354 8.11 Project Management is Now a Profession 356 8.12 Competency Models 357 9 Informal Project Management 359 9.0 Introduction 359 9.1 Informal Versus Formal Project Management 359 9.2 Trust 362 9.3 Communication 363 9.4 Cooperation 366 9.5 Teamwork 366 9.6 Color- Coded Status Reporting 367 9.7 Crisis Dashboards 368 9.8 The Risks of Using Informal Project Management 370 10 Behavioral Excellence 373 10.0 Introduction 373 10.1 Situational Leadership 373 10.2 Cultural Intelligence 376 10.3 Emotional Intelligence 377 10.4 Conflict Resolution 378 10.5 Staffing for Excellence 381 10.6 Virtual Project Teams 382 10.7 Rewarding Project Teams 384 10.8 Keys to Behavioral Excellence 387 10.9 Proactive Versus Reactive Management 391 11 Measuring Return on Investment on Project Management Training Dollars 397 11.0 Introduction 397 11.1 Project Management Benefits 398 11.2 Growth of ROI Modeling 399 11.3 The ROI Model 400 11.4 Planning Life- Cycle Phase 401 11.5 Data Collection Life- Cycle Phase 402 11.6 Data Analysis Life- Cycle Phase 405 11.7 Reporting Life- Cycle Phase 409 11.8 Education and ROI Challenges 410 11.9 Conclusions 411 12 The Project Management Office 413 12.0 Introduction 413 12.1 Boeing 415 12.2 KAUST IT PMO: Building Capabilities 417 12.3 Philips Hospital Patient (HPM) Services and Solution Deliverability 420 12.4 Churchill Downs Incorporated: Establishing a PMO 433 12.5 Churchill Downs Incorporated: Managing Scope Changes 435 12.6 Project Management Office - Blitzscaling at Nanoform 439 Acknowledgments 450 Further Reading 450 12.7 Types of Project Offices 451 12.8 Project Audits and the PMO 452 12.9 PMO of the Year Award 453 13 Six Sigma And The Project Management Office 455 13.0 Introduction 455 13.1 Project Management— Six Sigma Relationship 455 13.2 Involving the PMO 456 13.3 Traditional Versus Nontraditional Six Sigma 457 13.4 Understanding Six Sigma 459 13.5 Six Sigma Myths 462 13.6 Use of Assessments 464 13.7 Project Selection 467 13.8 Typical PMO Six Sigma Projects 469 14 Project Portfolio Management 471 14.0 Introduction 471 14.1 Involvement of Senior Management, Stakeholders, and the PMO 472 14.2 Project Selection Obstacles 477 14.3 Role of the Project Manager in Project Selection 477 References 483 14.4 Identification of Projects 484 14.5 Preliminary Evaluation 488 14.6 Strategic Selection of Projects 489 14.7 Strategic Timing 492 14.8 Analyzing the Portfolio 493 14.9 Problems with Meeting Expectations 495 14.10 Misalignment Issues 497 References 502 14.11 Post- Failure Success Analysis 502 14.12 Conclusion 507 References 507 15 Global Project Management Excellence 509 15.0 Introduction 509 15.1 IBM 510 15.2 Deloitte: Enterprise Program Management 529 15.3 COMAU 551 15.4 IPLM: Enabling Excellence in a Digitally Transformed Future of Work 559 16 Value- Driven Project Management 567 16.0 Introduction 567 16.1 Value Over the Years 568 16.2 Values and Leadership 570 17 Effects of Mergers and Acquisitions on Project Management 587 17.0 Introduction 587 17.1 Planning for Growth 587 17.2 Project Management Value- Added Chain 588 17.3 Preacquisition Decision Making 591 17.4 Landlords and Tenants 596 17.5 Some Best Practices When Companies Work Together 597 17.6 Integration Results 598 17.7 Value Chain Strategies 600 17.8 Failure and Restructuring 602 18 Agile and Scrum 605 18.0 Introduction 605 18.1 Introduction to Agile Delivery 607 18.2 Introduction to Scrum 622 18.3 Deloitte and Enterprise Value Delivery for Agile Method 638 18.4 Best Practices in Project Management Based on the Agile Operating Model Implementation by Deloitte 644 18.5 The Risk of Metric Mania 653 18.6 Conclusions and Recommendations 656 19 Benefits Realization and Value Management 659 19.0 Introduction 659 19.1 Understanding the Terminology 659 19.2 Redefining Project Success 662 19.3 Value- Drive Project Management 664 19.4 Benefits Harvesting 665 19.5 The Business Case 666 19.6 Timing for Measuring Benefits and Value 668 19.7 Investment Life- Cycle Phases 668 19.8 Categories of Benefits and Value 673 19.9 Converting Benefits to Value 676 19.10 Go- Live Project Management 676 19.11 Portfolio Benefits and Value 677 19.12 Alignment to Strategic Objectives 678 19.13 Causes of Complete or Partial BRM Failure 681 19.14 Conclusion 681 Index 683
£76.50
Kogan Page Ltd Agile Change Management
Book SynopsisMelanie Franklin is a globally recognized thought leader in change management who has effected business change programmes across public and private sector organizations. Based in London, UK, she is the Director of Agile Change Management Ltd and Founder of the Continuous Change Community. An impressive array of clients in Europe, the US and the Middle East benefit from her unique insights into change. She designs and runs in-house programs to develop skills in change and transformation and advises boards on strategies for change. She is Chief Examiner for the Agile Change Agent qualification from APMG International and works for several professional bodies to help grow the consulting and change management professions. She is the author of several publications and a regular keynote speaker at various conferences worldwide.Trade Review"This book is full of practical tools, which are real life and easy to understand. I found inspiration in the well-structured guide through the life of change, from start to finish. My inspiration has led to igniting that fire of agile change within the teams around me! This book is everything that the title says it is, it is easy to follow, has helped me apply the best aspects of the agile approach to my daily work. Thank you, Melanie, for your ever enthusiastic and dedicated mission to agile change." * Theresa Walker, Head of Customer Excellence *"This book is full of practical tools and it guides the reader through the life of a change from start to finish. I keep it to hand and dip into it regularly - it always delivers something valuable." * Kate Nowicki, Director of Strategic Planning, Performance and Change *"This book provides a clear, structured approach to managing change throughout the full lifecycle. It is agile made easy and provides very practical tools and techniques which support managing both small- and large-scale change. It is a fantastic reference point for anyone involved in Change Management and really helps to get results." * Jane Blackman, Head of Business Transformation *"This book is full of practical tools and is easy to understand -- a well-structured guide through the life of a change from start to finish." * Theresa Moulton, Editor-in-Chief, Change Management Review *"This book provides a well-structured framework, full of practical tools and techniques that has helped me apply the best aspects of the agile approach to my work." * Anthony Brown, Business Change Lead *"I'd recommend this book for any manager looking to build their Agile skills. Packed full of useful tools, this book will help you plan and deliver changes with confidence." * Graham Goodwin, Change Manager and Agile Coach *"This book is an easy to understand, well-structured guide through the life of a change from start to finish. It's full of practical tools and tips that makes it easy to apply the best aspects of agile change to my work." * Liz Losty, Agile & Change Manager *"This book is an easy to understand, well-structured guide through the life of a change from start to finish. It comes high on my list of recommendations to anyone managing a change project!" * Caroline Fitzpatrick, Senior People Development & Learning Manager *"This book is always on my desk as a reference guide that I reach for frequently. Not only is it full of practical tools and easy to understand, but it has enabled me to apply the best aspects of the agile approach to my work." * Kerry McCulloch, Change Lead, Change Management, John Lewis Partnership *"Melanie understands the need for fast benefit realization and is pragmatic about how to deal with the continuous and evolving nature of change. This book is a must-read for any change practitioner today." * Soraya Robertson, Head of Benefits Management and Business Change, Investment, Portfolio & Strategy *Table of Contents Chapter - 01: Concept; Chapter - 02: Roadmap; Chapter - 03: Business need; Chapter - 04: Relationship building; Chapter - 05: Environment; Chapter - 06: Coaching for Change
£109.25
Kogan Page Ltd Business Resilience
Book SynopsisDavid Roberts co-founded the 1st APMG Consultancy and Training Accredited Organisation, leading client initiatives in strategy implementation and continuously adapting services to ever-changing requirements. He is a Director of the Agile Business Consortium since 2019, a Chartered Project Professional (Ch.PP) and Chartered Management Consultant (Ch.MC). He is based in Bournemouth. Sheila Roberts was a Sister in Intensive Care. After 20 years in health she co-founded the 1st jointly accredited APMG Training and Consulting Organization. She has had appointments as a best practice examiner, quality reviewer and member of the PRINCE2 Reference Group. She is currently an APM Assessor for Chartered Project Professionals and Chair of Examiners for some APM qualifications. Sheila is Chair of the Industry Body, Association for Training Excellence and has contributed to publications. She is based in Bournemouth. Dr Islam Choudhury is Associate Professor in the School of CoTrade Review"It's truly refreshing to see PACE culture at the centre of the Business Resilience Framework; it proves beyond doubt that culture is not only critical to survival, but is what makes an organization a great place to work whilst creating progress in a VUCA world." * Gretchen Hallberg, Global Learning and Development Technology Leader, PwC *"The Business Resilience Framework provides an entirely practical approach to improving the organization's resilience, enabling it to make Progress @ Pace. Most usefully, this framework can be adopted and adapted to make sustained improvements in any organization." * Vikram Ramnath, IS Program Director, Providence St Joseph Health *"Business Resilience is a very popular topic in the current climate; but no one has taken the theories and produced such a clear and practical framework that is so easily adaptable in any organization." * Timothy Fulton, Finance Director Formula One Abu Dhabi, former CFO/COO Jumeirah Group *"Executives can now face the threat of disruption with confidence; Business Resilience offers a fresh and eminently practical model for how companies can adapt and succeed in a continuously changing landscape." * Amanda Welsh, Faculty Director, Leadership and Project Management Programs, Northeastern College of Professional Studies *"Every business endeavour starts with a forecast to build on our hopes for success; but by the time we realize it was far too optimistic, it can be too late. Until now we've lacked clarity on how to strengthen business thinking and structures to react and survive unprecedented change. Now we have a blueprint to better position any business for an increasingly VUCA world." * Richard Pharro, CEO, APMG International *"Guides abound to managing planned changes or identified risks in projects, programs, and portfolios; this book boldly identifies how to take advantage of 'unknown unknowns.' Developing professional resilience practices is key to making systematic progress from events which might otherwise undermine organizational existence." * Peter Johnson, Senior Consultant Peter Johnson Consultants Ltd *"As someone new to resilience I found this book to be an invaluable asset. Complex concepts are explained clearly and in an engaging manner to help you gain a deep understanding by the end of each chapter. It is such practical guide to implementing resilience throughout the organization." * Ben Snell, Project Support Officer, Department of Work and Pensions, UK *"In today's VUCA world, bouncing forward, not simply bouncing back, is core to pivoting at the right moment with the right speed. Business Resilience clarifies the importance of utilizing organizational strengths to provide more customer value. Whilst better processes and tools are important, competency for sustained progress crucially depends upon ethical behaviour and enhancing organization culture. Business Resilience is full of practical ideas; how to investigate new insights whilst maintaining focus on resilient journeys; it's a book to use and re-use, time and again. How resilient is that?" * Peter Coesmans, Chief Agility Officer, Agile Business Consortium *"Organizations have witnessed significant impact on their business models as a consequence of the pandemic. They have realized the critical need to build back better and the power of developing business resilience within their organizational processes, procedures and culture to achieve success. This book offers great insights and strategies to build resilience within your daily business operations. It includes case study illustrations which add great value." * Dilshad Sheikh (CMgr CCMI), Dean, Faculty of Business, Arden University CMI Chair West Midlands and North-West Regions, UK *"As soon as I learned about the Business Resilience Framework, I started knowledge sharing with current and next-gen PM professionals. Project leaders, delivery experts and change specialists will appreciate the practical know-how that the framework provides - integrating business resilience with existing methodologies. Organizations adopting this framework should see significant improvement in project performance and business results." * Merv Wyeth, Director of Technology & Digital Events, Project Management Institute (PMI UK) *"As delivery consultant working on multibillion digital transformation programmes in major government departments, I found this book to be innovative, clear and able to open pathways to new ideas. It's a must read when applying the tools and techniques needed to successfully build resilience, navigating through challenging times and beyond." * Wahid Ali, Delivery Consultant, Capgemini *"Resilience is now an essential part of any senior software team; adopting the Resilience Professional role, as shown in this book, will add robustness to any programme, change or transformation team, by ensuring that adapting products, services processes or practices makes the organization both stronger and more profitable." * Pip Nelson, Senior Director of Software Engineering, DHL eCommerce Solutions *"This book provides a well-structured and comprehensive approach to ensuring an organization stays current in a rapidly changing world. It is a must for anyone wanting to ensure that their organization remains agile, robust, competitive and profitable. Well done to the team that produced such a good set of guidance." * Steve Messenger, former Chairman of DSDM, author of Agile Programme Management *"In the rapidly changing business landscape we live in, 'resilience' is an essential quality required by all business leaders. This book defines the core principles of business resilience and is an indispensable tool for organizations of any size." * Yaqub Yousef, Chief Brand Ideator, Quadragina *Table of Contents Chapter - 01: Introduction; Chapter - 02: Principles – Underpinning the framework; Chapter - 03: Progress@PACE ‘8-4-8 model’ – Double infinity loop design; Chapter - 04: Progress cycle – First infinity loop; Chapter - 05: PACE elements – Linking progress cycle and resilience foundations; Chapter - 06: Resilience Foundations – Second infinity loop; Chapter - 07: Progress@PACE – Tools and techniques; Chapter - 08: Established tools and techniques; Chapter - 09: Progress measures; Chapter - 10: PACE profiling with gap analysis; Chapter - 11: Progress@PACE roles; Chapter - 12: Case histories – Examples of Progress@PACE
£114.30
Kogan Page Ltd The Business Analysis Handbook
Book SynopsisHelen Winter has over 20 years' business analysis experience, having worked as a consultant on large-scale transformation programmes within the financial services, regulation, insurance and utilities sectors. She is an active volunteer for IIBA (International Institute of Business Analysis) and the founder of Business Bullet, an online magazine promoting business analysis and providing guidance for professionals. She is based in Wolverhampton, UK.Trade Review"More enterprises are delivering complex business change in shorter time scales than ever before. If you are keen to build your work experience portfolio, this new edition of The Business Analysis Handbook has answers to the most frequent questions, observations and lived scenarios out there. Consider this book like being in conversation with the author; an author with the clarity and passion to inspire your career goals." * Jag Sohal, Senior IT Business Relationship Manager and BCS Early Careers Advocate *"The Business Analysis Handbook provides us with all the tools to analyze the business needs and requirements of our IT projects. What sets this book apart from other books on this subject is the way Helen Winter succeeds in connecting theory with practice through the use of interesting lifelike cases and ready-to-use templates. These templates now form the basis of our business analysis documentation." * Peter Goedemé, CIO, Katholiek Onderwijs Vlaanderen (Catholic Education Flanders) *"Indispensable for any professional aiming to enhance their expertise in the field, the second edition of The Business Analysis Handbook is an exceptional guide, distinguished by the inclusion of a chapter exploring business analysis maturity and transition." * Harpal Lidder, Business Analyst, Ontario Pension Board *"Whatever their job title might be, this book is invaluable to anyone carrying out business analysis. Full of hard-won knowledge from Helen Winter's extensive experience of projects and programmes of change, it is filled with ways to apply business analysis within organisations right now. Containing guidance on key areas, as well as tips and templates to help you do a great job, this book is one you can turn to for support. I particularly like this edition's new chapter and how it covers what business analysts might do next, as it charts out the wide range of possibilities that exist." * Dr Penny Pullan, author of Virtual Leadership and co-author of Business Analysis and Leadership *"The Business Analysis Handbook is an accessible and practical review of foundational business analysis skills and principles. The FAQ format highlights questions and challenges I hear from Business Analysists every day, and the answers provide actionable and practical guidance to help current business analysts thrive in today's fast-moving environment." * Laura Brandenburg, CEO, Bridging the Gap and author of How to Start a Business Analyst Career *Table of Contents Chapter - 01: A business analysis career; Chapter - 02: Building effective working relationships; Chapter - 03: Scoping a solution; Chapter - 04: Identifying business processes; Chapter - 05: Elicitation and documentation of business requirements; Chapter - 06: Elicitation and documentation of solution requirements; Chapter - 07: Getting your requirements approved and managing changes; Chapter - 08: Enterprise business analysis; Chapter - 09: Business analysis maturity and transition; Chapter - 10: Templates to use;
£109.25
Kogan Page Managing Multiple Projects
Book SynopsisElizabeth Harrin has over 20 years' experience in project roles across financial services and healthcare and currently works as a senior project manager. She is the founder of the award-wining website, Rebel's Guide to Project Management which provides training, education and mentorship to project managers and also runs the project management community, Project Management Rebels. She is based in Brighton, UK.
£72.75
John Wiley and Sons Ltd The Management of Complex Projects
Book SynopsisValue is added to projects through the relationships surrounding the client; the focus of this book is therefore the client as project, rather than the building on the ground. It shows how to create and maintain effective relationships between the client and the project team, as well as intra-coalition relationships Students, academics and practitioners need to understand the changing nature of reforms from successive calls for change by the industry's various clients and client groups. Project team network relationships are a function of mindsets, behaviour and competencies of individuals and The Management of Complex Projects: a relationship approach: Explores the relationship at the project interface: client-design team-contractor, stakeholders and supply chain relations Examines different concepts to the development and management of relationships; formation and maintenance issues Highlights some of the key issues that require development, botTrade Review"[This book] can be understood as one important contribution in mapping and ultimately also managing the modern complex project that is characterized by a rapidly growing diversity of cultures, institutions and actors that underlie its complexity." (Building Research & Information, March 2009) "It is a significant piece of work and should be viewed as a serious preface to study in this area." (Building Engineer)Table of ContentsIntroduction: Overview of book. Chapter 1: Scoping the subject in theory and practice. Section I: Mindsets, behaviour and competencies in project relations. Chapter 2: Risk and opportunity management in a changing world - a relationship-based approach. Chapter 3: Applying emotional intelligence in project working. Chapter 4: Project-based learning: how social relations create knowledge. Section II: Relations at the client, design team, contractor interface. Chapter 5: Relationship management; theories and tools. Chapter 6: Account handling models for continuity of service. Chapter 7: Applying team-working models to projects. Chapter 8: Measuring, developing and managing trust in the relationship. Section III: Relations across the project clusters and supply chain. Chapter 9: Projects as networks and the application of social network analysis as a diagnostic tool. Chapter 10: Relations in the supply chain; distance, decay and redress. Chapter 11: Communications and stakeholders. Chapter 12: Economics of relationships; managing opportunities and constraints. Conclusion: Setting an agenda for academia and industry for the future
£65.50
John Wiley and Sons Ltd Engineering Project Management
Book SynopsisEngineering Project Management provides a clear description of the aims of project management, based on best practice, and discusses the theory and practice in relation to multi-disciplinary engineering projects, both large and small, in the UK and overseas. The Third Edition takes account of the increase in joint ventures, project partnering, special project vehicles and other forms of collaborative working. The text has been extended to give more information on procurement, stakeholders and collaborative provision. For the first time this book now contains a chapter on the UK PRINCE2 project management methodology providing a unique insight into this increasingly popular approach. The expertise of the authors gained from their promotion of effective project management through a combination of professional experience, research, consultancy, education and training should be beneficial to both students of project management and reTrade Review"For any engineer, student, or institute with an interest in project management this book will be one of the books on their desk." Professor Ronald McCaffer 'Comprehensive, well written and thoroughly well researched - a must for all those involved in the field' Building EngineerTable of ContentsPreface xiii Acknowledgements xiv Author Biographies xv List of Abbreviations xix Chapter 1 Projects and Project Management 1 Chapter 2 Value Management 14 Chapter 3 Cash Flow, Project Appraisal and Risk Management 26 Chapter 4 Quality Management In Projects 46 Chapter 5 Environmental Management 67 Chapter 6 Project Finance 91 Chapter 7 Cost Estimating In Contracts and Projects 113 Chapter 8 Programme Management 132 Chapter 9 Planning 142 Chapter 10 Project Control Using Earned Value Techniques 164 Chapter 11 Contract Strategy and The Contractor Selection Process 179 Chapter 12 Contract Policy and Documents 206 Chapter 13 Project Design and Structure 220 Chapter 14 Design Management 234 Chapter 15 Supply Chain Management 256 Chapter 16 Partnering 279 Chapter 17 Private Finance Initiative and Public/Private Partnership 298 Chapter 18 Project Stakeholders 320 Chapter 19 Project Management In Developing Countries 331 Chapter 20 Projects In Controlled Environments 2: Prince2TM 344 Chapter 21 The Future For Engineering Project Management 358 Index 363
£56.00
O'Reilly Media Sharepoint 2010 for Project Management
Book SynopsisMicrosoft SharePoint is perfect for project management, but most companies don't understand it's power. This hands-on book demonstrates how SharePoint can help you organize and manage complex projects--a decidedly more productive way to use this popular collaboration software.
£28.79
APress The DataDriven Project Manager
Book SynopsisDiscover solutions to common obstacles faced by project managers. Written as a business novel, the book is highly interactive, allowing readers to participate and consider options at each stage of a project. The book is based on years of experience, both through the author's research projects as well as his teaching lectures at business schools. The book tells the story of Emily Reed and her colleagues who are in charge of the management of a new tennis stadium project. The CEO of the company, Jacob Mitchell, is planning to install a new data-driven project management methodology as a decision support tool for all upcoming projects. He challenges Emily and her team to start a journey in exploring project data to fight against unexpected project obstacles. Data-driven project management is known in the academic literature as dynamic scheduling or integrated project management and control. It is a project management methodology to plan, monitor, and control projects in progress in orTable of ContentsChapter 1: Background.- Chapter 2: Plan.- Chapter 3: Risk.- Chapter 4: Buffer.- Chapter 5: Monitor.- Chapter 6: Control.- Chapter 7: Exciting Times Ahead.- Chapter 8: Afterword.- Bibliography.-
£35.99
APress SAP Enterprise Portfolio and Project Management
Book SynopsisLearn the fundamentals of SAP Enterprise Project and Portfolio management Project Systems (PS), Portfolio and Project Management (PPM) and Commercial Project Management (CPM) and their integration with other SAP modules. This book covers various business scenarios from different industries including the public sector, engineering and construction, professional services, telecom, mining, chemical, and pharmaceutical.Author Joseph Alexander Soosaimuthu will help you understand common business challenges and pain areas faced in portfolio, program and project management, and will provide suitable recommendations to overcome these challenges. This book not only suggests solutions within SAP, but also provides workarounds or integrations with third-party tools based on various Industry-specific business requirements.SAP Portfolio and Project Management addresses commonly asked questions regarding SAP EPPM implementation and deployment, and conveys a framework to facilTable of ContentsChapter 1: Project, Program and Portfolio Management - FundamentalsChapter Goal: To familiarise project, program and portfolio management structures, which subsequent chapters are based on. This chapter will act as building block for further concepts discussed in this book. Sub -Topics 1. Enterprise and Organisation Structure 2. Project Work Breakdown Structure 3. Portfolio and Program Structure 4. Synchronisation of Project, Program and Portfolio Structures 5. Prioritisation Framework Chapter 2: Project Life Cycle – Concept to Closure Chapter Goal: This chapter discusses in detail the various functionalities that will be used during the lifecycle of the project. Sub - Topics 1. Project Planning, Forecasting and Budgeting 2. Project Variation Management 3. Project Commentary 4. Project Issue, Risk and Action item Registers 5. Project Procurement 6. Project Resourcing 7. Project Billing 8. Project Capitalisation 9. Project Closure Chapter 3: Integration Chapter Goal: This chapter will cover critical integration touch points with 3rd party application and also other modules within SAP. Sub - Topics: 1. Detailed level planning of dates and schedules planning with integration to procurement and resourcing. 2. Integration with Schedule Management Applications such as MS project and Oracle Primavera 3. Integration with estimation and costing applications. 4. Integration with Forecasting Application or Excel Integration.Chapter 4: Industry Best Practise and RecommendationChapter Goal: The goal of this chapter is to provide the target audience with insight on business challenges faced during the implementation of Industry best practise and to discuss various solution options with recommendations. Sub - Topics: 1. Industry Best Practise 2. Business Challenges 3. Solution Options 4. Recommendation 5. Commonly asked questions 6. Standard RICEFW List by Industry 7. Standard Functionality List by Industry. Chapter 5: ReportingChapter Goal: This chapter covers reporting related to project, program and portfolio management. It also covers usage of standard ECC and BW Reports/Contents. Sub - Topics: 1. Operational Reporting 2. Month End Reporting 3. Strategic Reporting 4. Long Term Trend Analysis
£35.99
APress Agile Product and Project Management
Book SynopsisUse this comprehensive Agile product and project management guide with real-world case studies and examples for self-learning or as a student textbook. Whether you are a CEO or a student, this book will take you from Agile delivery to team topology and product-market fit.Agile delivery is becoming a mainstream project management framework, increasing demand for an understanding of modern related concepts. Agile Product and Project Management covers IT delivery and project management basics while approaching IT as a customer-centric product delivery ecosystem. The book covers two major topics: building the RIGHT product and building the product RIGHT. Each chapter builds on the materials in the previous chapter. Terminology and exercises are introduced sequentially. The book takes you on a journey from identifying a product using Agile principles to delivering and iterating on this process, step-by-step. The final chapter providesTable of ContentsIntroduction: The Role of Project and Product Management in IT This chapter covers the history of project management as a profession and uses IT industry examples to show the need for incremental and iterative delivery, a collaborative work environment, innovation, and a customer-centric approach to product delivery. It incorporates an interactive review of the primary Agile delivery frameworks. CLASS ACTIVITY: COMPARE TRADITIONAL AND AGILE FRAMEWORKS CASE STUDY: FROM BLOCKBUSTER TO NETFLIX SIMULATION PROJECT: A BUSINESS IDEA QUESTIONS AND ANSWERS. TOPIC: IT DELIVERY VALUES AND PRINCIPLES. HOMEWORK ASSIGNMENT: PROJECT MANAGEMENT IN IT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE MANIFESTO, PMBOK INTRODUCTION, AND SOFTWARE GUIDE Part I: Building the RIGHT IT Product Chapter 1. Starting your IT Project with Why This chapter covers the OKR (Objectives and Key Results) framework as a part of the project management. It outlines why every project has to align with organizational objectives and shows how these objectives are used to measure project success. In addition, it explains the difference between a project and a product and introduces the distinction between project and product management in all primary project management frameworks. CLASS ACTIVITY: REVIEW MISSION STATEMENTS AND OKRS FOR APPLE, AIRBNB, DISNEY, FACEBOOK, ALZHEIMER ASSOCIATION CASE STUDY: MEASURE WHAT MATTERS (BONO CASE STUDY) SIMULATION PROJECT: CREATE YOUR OKRS TEMPLATES: OKR TEMPLATE QUESTIONS AND ANSWERS. TOPIC: GOOD AND NOT-SO-GOOD OKRS. OKRS FOR IT HOMEWORK ASSIGNMENT: OKR CRITIQUE ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): MEASURE WHAT MATTERS BY JOHN DOERR Chapter 2. Getting to Know Your Customer This chapter covers Agile, Waterfall, and hybrid product management practices, applying the "working backwards" framework from the customer to IT projects. It builds on the knowledge of business objectives to focus on customer needs. It explains the concept of a persona type and provides tools and templates to identify the customer, empathize with the customer's problem, and define the product as "working backwards" from customer needs. CLASS ACTIVITY: CREATE A CUSTOMER PERSONA TYPE CASE STUDY: KNOW YOUR CUSTOMER SIMULATION PROJECT: EMPATHY MAP TEMPLATES: PERSONA DEFINITION QUESTIONS AND ANSWERS: PERSONA REVIEW AND TARGET MARKET ANALYSIS 1 There may be further changes to content outlined in this document, including but not limited to case studies, examples, or subsections. The structure and the number of chapters will remain as stated. HOMEWORK ASSIGNMENT: DESCRIBE PERSONAS FOR FIVE WELL-KNOWN IT COMPANIES ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN UX BY JEFF GOTHELF Chapter 3. Validating the Product Hypothesis in IT Projects This chapter covers the Lean Startup framework of product design, based on the "build-measure-learn" feedback loop, and compares it with Waterfall requirements gathering and project scope management. Once the customer is identified, it is essential to validate whether our understanding of the customer's need is accurate. This chapter introduces the concepts of customer hypothesis, validation, minimum viable product (MVP), and the principles of making a decision to pivot or persevere. It describes the non-linear nature of lean startup validation, which is equally relevant for IT projects. CLASS ACTIVITY: DEFINE AN EXPERIMENT BASED ON AN IT PRODUCT CASE STUDY: AMAZON FIRE AND GOOGLE PLUS SIMULATION PROJECT: VALIDATE YOUR SOFTWARE PRODUCT HYPOTHESIS TEMPLATES: VALIDATION CANVAS FOR SOFTWARE DELIVERY QUESTIONS AND ANSWERS: LEAN STARTUP PRINCIPLES AND BUILD-MEASURE-LEARN LOOP HOMEWORK ASSIGNMENT: USE VALIDATION CANVAS TO IDENTIFY MVP ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN STARTUP BY ERIC RIES Chapter 4. Defining the IT Product This chapter covers Design Thinking and customer research practices. Once the customer is identified, and the customer need is validated, it is possible to define the product, its features, and sequence of delivery. This chapter introduces value proposition analysis, user story mapping, and other product definition techniques based on industry examples. It includes Google Ventures' Design Sprint concept and related case studies. Customer research practices cover the topics of stating the research goal, identifying research methods, recruiting respondents, conducting interviews, and aggregating results of the research. CLASS ACTIVITY: REVIEW A UNIVERSAL STUDIOS APP CANVAS CASE STUDY: IDEO DESIGN THINKING OR GOOGLE VENTURES DESIGN SPRINT SIMULATION PROJECT: CONDUCT FIVE CUSTOMER INTERVIEWS TEMPLATES: PRODUCT CANVAS AND BUSINESS MODEL CANVAS QUESTIONS AND ANSWERS: SOFTWARE PRODUCTS, PRODUCT PROPOSITION, VALUE STATEMENT, DESIGN SPRINT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): BUSINESS MODEL CANVAS BY ALEX OSTERWALDER AND THE PRODUCT CANVAS BY ROMAN PICHLER Chapter 5. Creating and Maintaining IT Requirements This chapter covers Waterfall scope management and Agile product backlog practices. It addresses high-level software requirements elicitation, process modeling, UML principles and artifacts (use cases, data models, all relevant diagrams), UI wireframing and UX design tools, and covers multiple approaches to managing and defining requirements in IT Once product features have been identified, the next step is to create a prioritized list of features and split them into smaller requirements, referred to as "user stories." This chapter describes the product backlog taxonomy (epic, user story, subtask, bug, etc.), prioritization techniques, ongoing maintenance, and stakeholder communication. Topics such as product backlog health, prioritization techniques, technical vs. functional requirements, and product backlog refinement are covered. CLASS ACTIVITY 1: REVIEW A WATERFALL IT PROGRAM PLAN AND ATLASSIAN'S PRODUCT BACKLOG FOR JIRA, AND IDENTIFY IMPROVEMENT OPPORTUNITIES CLASS ACTIVITY 2: MODEL PROCESSES, DEFINE USE CASES AND USE UML DIAGRAMMING TO CREATE AN AMAZON WEB STORE REQUIREMENTS. CASE STUDY: KINDLE SIMULATION PROJECT: BUILD COMMUNICATIONS MANAGEMENT PLAN TEMPLATES: USER STORY BACKLOG AND AN INVEST CHECKLIST, REQUIREMENTS MANAGEMENT DOCUMENT QUESTIONS AND ANSWERS: IT REQUIREMENTS QUALITY QUEST HOMEWORK ASSIGNMENT: IDENTIFY FIVE TECHNIQUES FOR REQUIREMENTS PRIORITIZATION BASED ON COST AND RISK MANAGEMENT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): USER STORY MAPPING BY JEFF PATTON Part II: Building the IT Product RIGHT Chapter 6. Waterfall, Agile, and Hybrid Delivery Frameworks This chapter covers major aspects of IT delivery, including Agile teams, roles, frameworks, and success criteria. Once the IT MVP is created, it is essential to identify the delivery framework, whether it is Waterfall, Scrum, Kanban, Extreme Programming, or any other Agile framework. In this chapter, these frameworks will be described, compared, and discussed based on their fit to a company, its culture, products, and business objectives. CLASS ACTIVITY: COMPARE MAJOR IT DELIVERY FRAMEWORKS CASE STUDY: SPOTIFY DELIVERY SIMULATION PROJECT: SELECT A FRAMEWORK TO FOLLOW FOR YOUR PROJECT TEMPLATES: TEAM STRUCTURE, ROLE DEFINITIONS QUESTIONS AND ANSWERS: FRAMEWORKS COMPARISON HOMEWORK ASSIGNMENT: WHICH TEAM ROLE WOULD YOU PREFER AND WHY? ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): PMBOK Chapter 7. Estimation and Planning in IT This chapter covers Waterfall planning and Scrum in detail, including its Sprint structure, artifacts, roles, and ceremonies (meetings). It discusses how the Sprint structure is used to estimate effort and plan delivery and compares the approach to Waterfall. It talks about short-term and long-term planning, story point estimation, and Definition of Ready and Definition of Done. The five levels of planning are discussed based on real examples. In addition, it introduces the concepts of integration and IT project management. CLASS ACTIVITY: "FRUIT SALAD" ESTIMATION EXERCISE CASE STUDY: PMO TRANSFORMATION SIMULATION PROJECT: ESTIMATE THE BACKLOG AND CREATE A ROADMAP TOOLS: TOOLS (OVERVIEW OF M.S. PROJECT, TRELLO, JIRA, AND RALLY) QUESTIONS AND ANSWERS: DEFINITION OF DONE AND DEFINITION OF READY HOMEWORK ASSIGNMENT: CREATE A FREE TRELLO ACCOUNT AND ENTER FIVE USER STORIES IN PROPER FORMAT AND WITH STORY POINT ESTIMATION, THEN COMPARE THIS PLAN WITH THE WORK BREAKDOWN STRUCTURE-BASED GANTT CHART ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ESTIMATION TECHNIQUES BY MIKE COHN Chapter 8. Incremental Delivery and Continuous Improvement in IT Engineering Culture and Communications Management This chapter covers delivery, reporting, and continuous improvement. First, it provides examples of release plans and delivery reports based on actual projects in a wide range of companies and discusses technical debt and quality management concepts for software products. Next, it discusses team empowerment, feedback loops, and retrospective techniques. In addition, it discusses the idea of a product lifecycle and how it affects incremental delivery. Finally, it introduces the topic of engineering culture based on team empowerment and product delivery. CLASS ACTIVITY: IDENTIFY SUCCESS METRICS VS. VANITY METRICS CASE STUDY: FIDELITY'S DEVOPS CASE STUDY SIMULATION PROJECT: IDENTIFY YOUR REPORTING FORMAT BY TARGET PERSONA TEMPLATES: RELEASE MANAGEMENT TEMPLATE QUESTIONS AND ANSWERS: RELEASE PLANNING, METRICS, AND REPORTING, PRODUCT LIFECYCLE, CONTINUOUS IMPROVEMENT HOMEWORK ASSIGNMENT: IDENTIFY FIVE RETROSPECTIVE TECHNIQUES ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE GAMES Chapter 9. Agile Implementation Beyond IT Budget management, Risk Management, and Capacity Management in Agile This chapter covers the topic of delivery beyond software products. It demonstrates that project management covers all work areas, including marketing and finance, human capital management, the service industry, and beyond. In addition, it covers cultural aspects of project management and organizational change management, leadership, and influence without authority. Finally, it also addresses traditional management areas, such as budget management ("beyond budgeting" principles), risk management via impediment resolution, and capacity management. CLASS ACTIVITY: COMPARE THE TRADITIONAL ORGANIZATIONAL STRUCTURE AND AGILE STRUCTURE CASE STUDY: SPOTIFY SQUAD MODEL SIMULATION PROJECT: IDENTIFY BUDGET, RISK, AND CAPACITY MANAGEMENT MODEL FOR YOUR PROJECT TEMPLATES: BUDGET AND CAPACITY MANAGEMENT IN AGILE AND WATERFALL QUESTIONS AND ANSWERS: WHAT IS THE DIFFERENCE IN BUDGET MANAGEMENT IN MULTIPLE PROJECT MANAGEMENT FRAMEWORKS? HOMEWORK ASSIGNMENT: CREATE BUDGET MONITOR FOR THE SAME DELIVERABLE IN AGILE AND WATERFALL ENVIRONMENT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ORGANIZATIONAL STRUCTURE BY HENRIK KNIBERG Chapter 10. Scaling Agile Delivery This chapter covers project management at an organizational level, referred to as Scaled Delivery. It compares project and portfolio management with Scaled Agile approaches, including Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), and Scrum@Scale. Complexities of large-scale project delivery, including enterprise[1]level prioritization, project and product portfolio management, organizational alignment, and related organizational structures, are discussed and corporate culture and mindset. Finally, it covers the concept of organizational Agile transformation and successful patterns (pilots, change management models, communities of practice) and teamwork and innovation at the enterprise level. CLASS ACTIVITY: BUILD YOUR SCALED ORGANIZATION (GAME) CASE STUDY: TRANSFORMERS SIMULATION PROJECT: SCALE YOUR DELIVERY MODEL TEMPLATES: P.I. (PRODUCT INCREMENT) PLANNING QUESTIONS AND ANSWERS: COMPARISON BETWEEN AGILE SCALING MODELS HOMEWORK ASSIGNMENT: REVIEW ONE OF THE SCALED AGILE SUCCESS STORIES (METLIFE, BOSCH, PEPSICO, OR CISCO) AND SHARE THE FINDINGS ADDITIONAL SOURCES: PMBOK, SCRUM@SCALE BY SCRUM ALLIANCE, SCALED AGILE FRAMEWORK BY SCALED AGILE ACADEMY, LARGE-SCALE SCRUM BY CRAIG LARMAN AND BAS VODDE, (SLIGER/BRODERICK) THE SOFTWARE PROJECT MANAGER'S BRIDGE TO AGILITY Chapter 11 Conclusion: Project and Product Management Interview Techniques, Career Progression, and Continued Learning The Conclusion covers pragmatic aspects of the project and product management profession. It describes what the possible roles are (Project Manager, Program Manager, Scrum Master, Agile Program Lead, Agile Coach, Product Owner, and Product Manager) and outlines standard career progression for each of those. It provides helpful tips on how to pass a job interview for each of these roles. In addition, it contains a comparison of professional certifications (PMP, PMI-ACP, CSM, CSP, KTP, SCP, and many others), exams, and knowledge areas with advice to undergraduate students and graduate students who already have job experience in adjacent fields. Finally, it provides tips on professional associations to join and communities of practice to follow. APPENDICES A: PRODUCT AND PROJECT CAREER PATHS FOR IT PROJECTS B: INTERVIEW TECHNIQUES (STAR TECHNIQUE AND AGILE STORYTELLING CHECKLIST) C: PROFESSIONAL CERTIFICATIONS IN AGILE PROJECT AND PRODUCT MANAGEMENT D: PROFESSIONAL ASSOCIATIONS AND COMMUNITIES OF PRACTICE GLOSSARY Textbook Features Final Project Presentation: Agile Product and Project Management While each chapter of this textbook can be read independently, the book is structured so that each chapter builds on the previous one, similar to moving from product envisioning to the end of the product lifecycle. In each class, every group of students iterates on their product idea. At the end of the course, student teams present their final project. Evaluation criteria and relevant templates are provided. This course structure makes it highly practical since students go through the whole journey of Agile product and project management in one course - from ideation to delivery. Quizzes The book contains Quizzes with answers, containing over 100 questions to be used for testing. Each quiz has ten multiple-choice questions and a question for a short essay. Glossary The book includes a Glossary. There is a lack of accepted definitions around Agile delivery in general, so the Glossary fills this gap by providing precise and non-ambiguous definitions. These definitions cover the Agile terminology used throughout the book. References and Reading Materials The book contains a detailed list of References to a carefully selected set of reputable sources on Agile delivery, both printed and online. In addition, reading materials are grouped by category. Agile Professional Organizations and Certifications The book contains Agile professional organizations, including Agile Alliance, Scrum Alliance, Scaled Agile Academy, and others. In addition, it provides a set of references to Agile certifications described in detail in the Conclusion. Sources for Agile Career Advice The textbook provides practical advice in Agile product- and project management career progression, interviewing techniques, sources for continued learning and contains a list of interview questions for Agile professionals with guidelines for answering them
£42.49
O'Reilly Media Enterprise IoT
Book SynopsisCurrent hype aside, the Internet of Things will ultimately become as fundamental as the Internet itself, with lots of opportunities and trials along the way. To help you navigate these choppy waters, this practical guide introduces a dedicated methodology for businesses preparing to transition towards IoT-based business models.
£28.79
O'Reilly Media Head First PMP 4e
Book SynopsisHead First PMP teaches you the latest principles and certification objectives in The PMBOK® Guide in a unique and inspiring way. This updated fourth edition takes you beyond specific questions and answers with a unique visual format that helps you grasp the big picture of project management.
£47.99
O'Reilly Media Semantic Software Design
Book SynopsisWith this practical book, architects, CTOs, and CIOs will learn a set of patterns for the practice of architecture, including analysis, documentation, and communication. Author Eben Hewitt shows you how to create holistic and thoughtful technology plans, communicate them clearly and lead people toward the vision.
£29.99
Purdue University Press Disaster Recovery Project Management: Bringing
Book SynopsisThe scope of disasters ranges from man-made emergency to natural calamity, from a kitchen grease fire to a hurricane or volcanic eruption. It may be just one house that is destroyed, or perhaps a whole infrastructure system is threatened. While each type of event requires a very different scale and type of immediate response, the project management challenges that face restoration and reconstruction professionals after the emergency phase is complete are remarkably similar.Using insights acquired through decades of real-world experience, as well as from his academic research and teaching responsibilities, the author explains pertinent requirements and methods for the contractors and other professionals who bring order from chaos. The first section of the book surveys the managerial skills required to confront the range of disasters that might be encountered and the different project environments involved. The second section examines the details of recovery project management and administration, from materials management to health and safety. The third and final section provides an overview of restoration techniques, from restorative drying to debris management and demolition.This is the first systematic presentation of the tools and skills needed for disaster recovery project management. It is designed primarily for contractors (both large and small firms), although it will also be of value for those who might hire them, the communities they serve, and their organizational partners in the disaster recovery effort. Those who are new to disaster restoration and reconstruction will find the volume particularly useful. Focused on informing the management of projects that recover the built environment, after emergency conditions sufficiently stabilize, the volume supplements and complements books devoted to conventional construction or emergency relief management.
£999.99
PennWell Books Project Economics and Decision Analysis:
Book SynopsisIn Volume 2: Probabilistic Models, author M. A. Mian presents the concepts of decision analysis, incorporating risk and uncertainty as applied to capital investments. In the expanded and updated second edition of Volume 2, Mian integrates new advancements and clarifies concepts to facilitate their understanding. Each topic is introduced, followed by a brief discussion related to its application in practice and a solved example. Includes a companion CD with applications, spreadsheets, and tables that expand the practical application of the book's material.
£110.50
J Ross Publishing Business Driven PMO Setup: Practical Insights,
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£62.10
J Ross Publishing Software Estimation Best Practices, Tools, &
Book Synopsis
£54.00
J Ross Publishing Delivering Exceptional Project Results: A
Book Synopsis
£46.80
J Ross Publishing The ITSM Process Design Guide: Developing,
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£62.10
J Ross Publishing Business Driven Project Portfolio Management:
Book Synopsis
£50.40
J Ross Publishing Enterprise Project Portfolio Management: How to
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£54.00
J Ross Publishing Dynamic Scheduling: With Microsoft Project 2010
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£62.10
J Ross Publishing Strategic Project Management Transformation
Book Synopsis
£44.60
J Ross Publishing Mastering Project Portfolio Management
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£73.15
J Ross Publishing Business Driven PMO Success Stories
Book SynopsisBusiness Driven PMO Success Stories was written by and with over two dozen contributing authors from the worldwide project management and project management office (PMO) community. It offers executives, managers, and all those involved in the projects of the organization, an understanding of the value a PMO can provide, the knowledge they need to determine the purpose of their PMO, and how to craft a PMO best suited to fulfill that purpose.Trade Review"This is a MUST READ book for all PMO Managers. The information contained in this book is useful for anyone that interacts with the PMO-executives, managers, and others involved in projects within an organization. It provides a clear understanding of the value a PMO can provide, the knowledge required to determine the PMO purpose, and how to create a PMO driven by business needs." -Rita Swan, PMP (IT / SAP Project Manager); "Business Driven PMO Success Stories describes how results-oriented PMOs can have profound effects on organizations of any size. The approach Perry outlines transcends geography, industry, and technology, and is a must read for those wanting to optimize business results achieved from their PMO." -Jim C. Park, VP of Services, Tait Communications; "The importance of the business driven PMO approach can be no greater than in the project-rich developing nations of the world. Perry provides a new and much needed focus and understanding of how PMOs can be of tremendous value to businesses and organizations of all shapes and sizes." -Deji Jemiyo, Managing Partner, Jeman ConsultingTable of ContentsPart I: Business Driven PMO Insights and TechniquesSection 1-PMO MandateChapter 1: Why PMOs FailChapter 2: PMO Survey FindingsChapter 3: Project Management Community Mind-Set All WrongChapter 4: Case Study Example of PMO FailureChapter 5: Techniques for Establishing a PMO MandateSection 2-PMO Business AcumenChapter 6: Project AcumenChapter 7: Portfolio AcumenChapter 8: Dashboard AcumenChapter 9: Methodology AcumenChapter 10: Maturity AcumenSection 3-PMO FutureChapter 11: Perspectives on the PMO DomainChapter 12: Perspectives on PMO Manager Career PathsPart II: Business Driven PMO Success StoriesSuccess Story #1: Strategic PMO at the Greek Prime Minister's Office, Panos Agrapidis, GreeceSuccess Story #2: e-Government Program, Suhail AlAlmaee and Mounes Rashid Shadid, Saudi ArabiaSuccess Story #3: Thomson Reuters Aranzadi, Juan Arraiza, SpainSuccess Story #4: British American Tobacco, Marion Blake, United KingdomSuccess Story #5: An American Benefits Administration Organization, Harlan Bridges, United StatesSuccess Story #6: SIVECO Romania SA, Jimmy Char, RomaniaSuccess Story #7: An American Insurance Company, Luis Crespo, United StatesSuccess Story #8: International Facility Management Association, Jennifer Drai, United StatesSuccess Story #9: A Global 10 Company: The Consolidated PMO, Richard Eichen, United StatesSuccess Story #10: Dubai Roads & Transport Authority Laila Faridoon, United Arab EmiratesSuccess Story #11: Baker Hughes Incorporated, Ricardo Ferrero, Spain, and Kathie Mitchell, AustraliaSuccess Story #12: Tryg, Ole F. Holleufer, DenmarkSuccess Story #13: A Nigerian Telecoms Company, Henry Kazalma-Mantey, NigeriaSuccess Story #14: Tyco Flow Control, Wai Mun Koo, SingaporeSuccess Story #15: Ericsson Korea Project Office, Yechie Labay, KoreaSuccess Story #16: RACE Consulting LP, Vanessa Matsas, GreeceSuccess Story #17: A South African Financial Services Company, Colin Anthony McCall-Peat, South AfricaSuccess Story #18: ABS Nautical Systems, Christopher McCourt, United StatesSuccess Story #19: ON Semiconductor, Frank R. Myers, United StatesSuccess Story #20: Fujitsu Sweden, John O'Neill, SwedenSuccess Story #21: National Insurance Company, Frank Parth, United StatesSuccess Story #22: IBM Branch Office 120, Mark Price Perry, United StatesSuccess Story #23: ING Central and the Rest of Europe, Henny Portman, NetherlandsSuccess Story #24: Consulting for the Pharmaceutical Industry, Patrick Richard, CanadaSuccess Story #25: NAVMISSA, Andrew Wilson and Karen Krause, United StatesSuccess Story #26: A Global SW and IP Networking Product and Service Provider, Troy Youngnickel, MalaysiaSuccess Story #27: PartnerRe, Erhard Zingg and Martin Kuepfer, SwitzerlandEpilogue
£40.80
J Ross Publishing Mastering It Project Management
Book Synopsis
£54.00
J Ross Publishing Agile Practices for Waterfall Projects
Book Synopsis
£44.60
J Ross Publishing Project Management for Flat Organizations
Book Synopsis
£37.00
J Ross Publishing Managing Stakeholder Expectations: A Knowledge
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£46.80
J Ross Publishing Procurement Project Management Success: Achieving
Book SynopsisBased on the author's real world experience during the course of her career in supply management, engineering, and as a project management professional, this unique guide demonstrates a practical and proven approach to using project management strategies, tools, and techniques to consistently create successful procurement practices.
£37.00
J Ross Publishing Going Beyond the Waterfall: Managing Scope
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£44.60
