Project management Books

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisI am happy to recommend this work. I believe in the principles presented in it and identify with its context. Due to the lack of knowledge on the subject in the market, it is a topic that must be made known. The book should be in the library of all project and change managers. Paul Dinsmore, PMI FellowEvery manager should integrate HCMBOK practices into their project management methodology in order to fully develop their work. This book addresses a simple and practical way that the critical component in organizational change management can be applied to projects of all kinds: the human factor. Bruno Machado, Director, Project Management Office, Grupo Anima EducaçãoWe live in a time of change, speed, and an avalanche of information. It is still very difficult for most companies to change their organizational culture efficiently. This book makes us reflect upon the crucial element in any change, and which most managers do not place iTable of ContentsDedicationContentsForeword by Dr. Ginger LevinForeword by Américo PintoPrefaceOur Acknowledgments to HCMBOK®’s CollaboratorsAbout the AuthorsIntroductionChapter 1: Everything Changes, Everything PassesChapter 2: HCMBOK®—Human Change Management Body of KnowledgeChapter 3: Project Initiation and PlanningChapter 4: AcquisitionChapter 5: ExecutionChapter 6: ImplementationChapter 7: ClosingChapter 8: Production (Post-Implementation)Chapter 9: Recurring Activities in All Project PhasesChapter 10: Plan and Manage CommunicationChapter 11: Create Team Spirit and Carry Out Reinforcement DynamicsChapter 12: Encourage Participatory ProcessesChapter 13: Manage the Environment—Conflicts, Motivation, Stress, and BehaviorsChapter 14: Encourage Creativity and InnovationChapter 15: Manage Stakeholder EngagementChapter 16: CMO—The Change Management OfficeChapter 17: Essential Competencies for Change LeadersAppendix I: The HCMBOK® Preliminary Approach to Agile Methodologies in Changes Involving Systems DevelopmentAppendix II: Organizational Culture Management and Change ManagementBibliographyIndex

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Book SynopsisLarge public projects represent major complex investment and whilst there has been much written about how to develop, manage and deliver such projects, practice still does not match up with expectations. In this book, researchers from the Norwegian Concept Research Programme explore the paradoxes between theory and practice in collaboration with experts in the field of project governance. This book delves into the reality of large public projects, to show how they can be managed effectively and efficiently, recognising the realities of their context. It offers a range of practical conclusions as to the paradoxes of the governance and management of public projects. The international spectrum of authors draw their examples from the UK, Norway, Canada, France, Australia and the Netherlands. Bridging the gap between research, theory and practice, this book will benefit academics and researchers in the field of project management and corporate governance as well as those inTable of Contents1. IntroductionGro Holst Volden and Knut Samset2. Project successTerry M. Williams3. The logic of the project front-endOfer Zwikael and Alicia Gilchrist 4. Undertaking the project front-endMonique Aubry and Serghei Floricel5. EstimationRichard J. Kirkham 6. Incentives and politics: The perverse incentives paradox: root cause of many other paradoxes; the case of the Dutch BetuwerouteBert van Wee 7. Closing the loop: Ex-ante and ex-post evaluation in order to learn from mistakes and successesKnut Samset and Gro Holst Volden 8. ConclusionsTerry M. WilliamsAppendix

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Book SynopsisStrong stakeholder engagement is perhaps the most critical factor for achieving successful program execution in our fast-paced world. Many program managers get stuck in the science of program management, spending vast amounts of effort on tasks, charts, and metrics. Program managers who emphasize activities around relationship building and stakeholder engagement usually have the best chance for program success. This book focuses on how to engage your stakeholders in the right way, and keep them engaged throughout the course of your program.The first section of the book covers stakeholder engagement in the program definition phase, including how to identify key stakeholders, gain their trust, and build relationships through effective communication. The second section moves to the project execution phase. It explains how to drive stakeholder engagement through the use of performance metrics, effective meeting management, and informal program governance.In the last sectioTable of ContentsEngaging Stakeholders and Setting Expectations during Program Definition. Stakeholder Alignment: Goals and Objectives. Making Governance Work for You. Identifying Stakeholders: The "Hidden" Organization Chart. It Is a Matter of Trust: Building Strong Business Relationships with Key Stakeholders. Leveraging Stakeholders to Prepare Your Organization for Change. Enhancing Stakeholder Engagement through Effective Communication. Ready, Set, Execute: Driving Program Benefits Delivery through Active Stakeholder Engagement. Demystifying Metrics: Measuring What Matters Most. Making Meetings Count: Driving Stakeholder Engagement through Disciplined Meeting Management. Where the Real Work Gets Done: Issue Resolution through Informal Governance. Office Politics: From Surviving to Thriving. Keeping Stakeholders Engaged: Program Closure. Making a Strong Finish: Stakeholder Engagement through Program Closure. Post-Launch: Every End Is a New Beginning.

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Book SynopsisThousands of project managementrelated books have been written. Why is Optimizing Project Work, Management, and Delivery different?This book represents the authors' experiences gained from looking at the problem of project management for 50 years and wondering why projects cannot be more successful. Experience from various management models and techniques has helped but still does not fit reality or provide accurate forecasts. Industry surveys have compiled the root causes of project failure, and yet they persist. Is there no answer to this problem?As the book explains, the management solution is not in the models or the theory but is found in how they are mapped against the actual target project characteristics. This is the book's unique strength. There are major coverage gaps in current project management models that also need to be recognized. All of the existing models are correct in some ways, and yet each is also wrong.The book starts by reviTable of ContentsPreface. About the Author. Prologue. Section I PROJECT ENVIRONMENT. 1 Introduction. 2 Delivery Methods. 3 Project Profiles. 4 Evolution of Project Management. 5 Project Success Drivers. 6 Project Externals. Section II DELIVERY STRATEGIES. 7 Delivery Models and Processes. 8 The Classic Predictive Model. 9 The Iterative Development Model. 10 The Critical Chain Model. 11 Organizational Support Architecture. 12 Portfolio Management. 13 Integrated Model Design Components. 15 Modified Management Processes. 16 Integrated Model Tutorial. 17 Model Background and Implementation. 18 Success Recipes. Index.

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Managing Healthcare Projects Using DSDM and Agile Project Management: A Comprehensive Guide for Professionals provides a comprehensive guide to implementing agile project management (Agile PM) in healthcare.Dynamic systems development method (DSDM) is an agile project delivery framework initially used as a software development method and was originally sought to provide some discipline to the rapid application development method. Agile PM is a method that emphasises flexibility, cooperation, and iterative development, which can be especially useful in healthcare where rapid adaptability to changing circumstances is required. Traditional project management methodologies may not always be appropriate in the healthcare industry due to unique obstacles and constraints. This book addresses these issues and offers practical advice on how to use agile ideas and practices in healthcare projects. It covers a variety of topics, all specialised to the healthcare environment, su

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Book SynopsisIn Understanding and Negotiating EPC Contracts, Volume 1, Howard M. Steinberg presents a practical and comprehensive guide to understanding virtually every aspect of engineering, procurement and construction (EPC) contracts for infrastructure projects. The 25 chapters in Volume 1 are supplemented with real-life examples and court decisions, and offer tactical advice for anyone who must negotiate or understand EPC contracts in connection with the implementation, financing or operation of infrastructure projects. Emphasizing current market practices and strategic options for risk sharing, the book contains a narrative explanation of the underpinning of all of the issues involved in EPC contracting. Exhaustive in scope, it clarifies the fundamental commercial principles and pitfalls of turnkey contracting for all types of capital investments ranging from electrical and thermal power generation (including combined heat and power, nuclear, wind, solar

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Book SynopsisNo one can disagree that benefits are good things. Whether you are responsible for projects, programs, or portfolios, you are increasingly expected to thinkand actin an appropriate benefits-driven way. However: Do you understand that what may be appropriate for a project may be inapplicable for a program? Can you avoid the trap of wishful thinking based on overinflated expectations and underestimated costs? Can you manage your program or portfolio from inception to final delivery in a consistent, benefits-focused way based on a single, coherent model? This book describes how Earned Benefit Program Management techniques provide an innovative, all-inclusive model and set of tools developed specifically to answer these questions. This model consolidates the key concepts of project, program, and portfolio management and ensures that all program and portfolio management steps are carried out based on a single, signed-off model in a consistent, verTable of Contents1. Defining the Domains. 2. Understanding the Problem. 3. A Life Cycle for Program Management, Benefits Management,. and Business Analysis. 4. Building an Integrated Business Model. 5. Calculating the Model. 6. Disbenefits and Essential Links. 7. Applying the BRM Approach to the QERTS Example. 8. A Generalized Approach to Scheduling and Cash Flow. 9. Total Risk and Issue Management. 10 Resource Capacity Planning. 11. Procurement. 12. Implementation Tracking—Earned Benefit. 13. Business Key Performance Indicators. 14. Stakeholder Analysis. 15. Communication—Why, How, and What. inale. Benefit Mapping the Book. Appendix. Carrying Out the Calculations. Acronyms. Glossary. Bibliography.

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Book SynopsisThe PMI-PBA Exam Practice Test and Study Guide attempts to address all your questions and concerns by providing two of the most sought-after study aids: memory maps and practice questions. The systematic use of memory maps helps aid in the efficient recall of information and can boost confidence during the exam. Well-crafted practice questions are fantastic study aids that can be used to track your progress as you learn new concepts, introduce you to the complex sentence structure that is likely to appear on the exam, and concentrate your studies by domain, essentially preparing you to pass the very challenging PMI-PBA Exam in the allotted four hours.In addition to study hints and exam topics, this book provides references to tools and techniques that should be incorporated into your work immediately. For each of the five domains outlined in the PMI Professional in Business Analysis (PMI-PBA) Examination Content Outline 2013 (the ECO), twenty practice questions Table of ContentsOverview of the Exam, Exam Application, and Taking the Exam. Needs Assessment. Business Analysis Planning. Requirements Elicitation and Analysis. Traceability and Monitoring. Solution Evaluation. Practice Exam.

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Book SynopsisLaw for Project Managers provides an easily understandable and practical guide to the laws of contract, liability, intellectual property and so on, entirely from the perspective of the project manager. It will enable you to approach projects forewarned and forearmed, able to avoid potential legal problems altogether. The book covers everything from intellectual property disputes with the client organisation about who actually ''owns'' the outcome, to confusion arising during an international project from the different legal systems and their approach to contracts and health and safety problems in the management of contractors. Most importantly, it explains everything in very straightforward terms; legal jargon is either avoided altogether or defined with its relevance to the project manager explained. In essence, Law for Project Managers is a clear, readable and expert guide on this and many other important legal matters for the practising project manager as welTable of ContentsPART I: GENERAL1. The law’s approach2. The contractPART II: THE ORIGINS OF LAW3. Law in the UK4. European Union lawPART III: CONTRACT LAW5. How contracts are made6. The letter of intent7. The meanings behind the words8. Lateness specifications and defects9. The law of breachPART IV: USING THE LAWYERS10. Using the professionals11. DisputesPART V: LIABILITY LAW12. Negligence13. Liability for escapesPART VI: OTHER TOPICS14. Intellectual property15. Forms of security16. Exporting and importing

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Book SynopsisIn the fluid world of changing business environments and variables affecting projects, a style of project management that primarily relies on maintaining the Iron Triangle, that tenuous mix of schedule, scope, and budgets, is no longer the sole path to success. Today's project management demands a focus on leadership of the kind that anticipates and embraces change, challenges the status quo, and inspires teams. Developing these skills requires a mastery of emotional intelligence, courage, critical thinking, and a desire to become a true leader dedicated to developing success. Whether you are participating in a project for the first time or you've been doing projects for decades, you know the very essence of a project is to return value that gains a competitive edge and propels the organization forward into new frontiers. Whether you believe the best results are earned through agile, waterfall, or a mix of methodologies, project leadership is the secret weapon that will maintTable of ContentsDedicationContentsForewordPrefaceAcknowledgmentsAbout the AuthorChapter 1: Are You a Stick in the Mud, a Cog in the Wheel, or Skids on Rails? Chapter 2: The Firing Squad, Suicide, and Other Hazardsof the ProfessionChapter 3: Creating the Freedom to Fly HighChapter 4: Waterfall, Agile, or Timbuktu—Who Cares? Chapter 5: The Magician and the Disappearing Magic WandChapter 6: Teleporting into the FutureChapter 7: The ChameleonChapter 8: The Thrill of the RideChapter 9: Teachers or Leaders—What’s the Difference?Chapter 10: What Will You Choose? ReferencesIndex

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Book SynopsisThe focus group is widely used to as a tool for increasing the understanding of users and their requirements, and identifying potential solutions for these requirements. Its main value lies in the conveyance of less tangible information that cannot be obtained using more traditional methods. Eliciting user needs beyond the functional is crucial for effective product and system development. This approach offers one way in which such needs may be elicited. While most texts in product development cater to marketing, political and social science research, this book describes the way focus groups can be applied particularly to ergonomics (human factors) and design-related projects. The book demystifies the subject and includes practical guidance for setting up and running focus group sessions to enable the professional (and novice) to employ these techniques usefully and with confidence. An ideal book for the professional to the undergraduate student, Focus Groups: Supporting Effective Table of ContentsAcknowledgements, Contributors, 1. Introduction, PART I Organising and Conducting a Focus Group: The Logistics, PART II Focus Groups in Human Factors/Ergonomics and Design: Case Studies, PART III Focus Group Tools, Author Index

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Book SynopsisManaging large and complex organizations; balancing the needs of business-as-usual, new products and services and business change; assuring risk across everything the business does; these are all core requirements of modern business which are provided by the discipline of portfolio management. The Handbook of Project Portfolio Management is the definitive publication that introduces and describes in detail project portfolio management in today's ever-changing world. The handbook contains the essential knowledge required for managing portfolios of business change with real-life examples that are being used by today's organizations in various industries and environments. The team of expert contributors includes many of the most experienced and highly regarded international writers and practitioners from the global project portfolio management industry, selected to provide the reader with examples, knowledge and the skills required to manage portfolios in any organizationTable of ContentsList of Figures, About the Editors, Notes on the Contributors, Preface, PART I , Foundations of Portfolio Management, 1 Basic Concepts and Definitions of Portfolios and their Management, STEVE BUTLER, 2 Delivering Organizational Strategy with Portfolio Management, MARTIN SEDLMAYER, 3 The Value of Portfolio Management, MICHAEL YOUNG, 4 Relevance of Portfolios and Portfolio Management in Today’s Organizations, THOMAS WALENTA, 5 Portfolio Components: How Everything Fits Together, PAUL GARDINER, 6 Different Types of Project Portfolios and Settings, DARREN DALCHER, PART II, The Practice of Portfolio Management, 7 Best Practice Standards for Portfolio Management, REINHARD WAGNER, 8 Portfolio Management for IT, TETSURO SEKI and AKIHIKO SEKIGUCHI, 9 Portfolio Management for Research, STEVE BUTLER, 10 Portfolio Management for Product Development, MANJA GREIMEIER, 11 Portfolio Management for Strategic Change, FIONA SPENCER, 12 Portfolio Management for Business Development, CHRISTOF RINK, 13 Portfolio Management in a Bank, PHILIPP DETEMPLE, 14 The Incheon Bridge Project, SOOHONG KIM, 15 Portfolio Management in Public Institutions, SILKE SCHÖNERT and MICHAEL MUENZBERG, 16 Portfolio Management in Non-Governmental Organizations, SUBAS SUBEDI and REINHARD WAGNER, PART III, Prerequisites for Portfolio Management, 17 Portfolio Governance, STEVE BUTLER, 18 Portfolio Management Roles and Responsibilities, AFSHIN FARAMANDLOU, 19 Alignment with Organizational Structures, Management Systems and Processes, ELVIRA MOLITOR, 20 The Enterprise Portfolio Management Office, EMMA-RUTH ARNAZ PEMBERTON, 21 Portfolio Communications and Management Data, DENNIS LOCK, 22 Competence Requirements for Managing Portfolios, ALISTAIR GODBOLD, 23 Key Performance Indicators for Managing a Portfolio and its Components, STUART DIXON, 24 Portfolio Management Software and Tools, MEY MARK MEYER, PART IV, Managing Portfolios, 25 Defining the Portfolio, ROBERT BUTTRICK, 26 Identifying, Selecting and Prioritizing the Portfolio and its Components, KNUT KÄMPFERT, 27 Planning the Portfolio and its Components, JÖRG SEIDL, 28 Evaluating and Reporting Portfolio Performance, JÖRG FLOEGEL and ELENA METOUI, 29 Balancing and Optimizing the Portfolio, CLAUS HÜSSELMAN, 30 Portfolio-Level Benefits Management, STEPHEN JENNER, 31 Portfolio-Level Risk Management, MARTIN HABERSTROH, 32 Managing Resources at Portfolio Level, ALAN SUMMERFIELD, 33 Portfolio-Level Change Management, MICHAEL HORLEBEIN, 34 Portfolio-Level People Management, JOHN CHAPMAN, PART V, Developing Capabilities in Portfolio Management, 35 Introducing Portfolio Management in Organizations, REINHARD WAGNER, 36 Assessing and Developing Portfolio Management Maturity, REINHARD WAGNER, 37 Developing the Individual Competences of People Engaged in Portfolio Management, REINHARD WAGNER, 38 How People Impact the Adoption and Practice of Portfolio Management, DONNIE MACNICOL and ADRIAN DOOLEY,39 Ten Questions and Answers for Executives Engaged in Portfolios, ALICIA AITKEN, Abbreviations and acronyms, Index,

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Book SynopsisThis book provides events management students with an accessible and essential introduction to project management.Written by both academics and industry experts, Events Project Management offers a unique blend of theory and practice to encourage and contextualise project management requirements within events settings. Key questions include: What is project management? How does it connect to events management? What is effective project management within the events sector? How does academic theory connect to practice? The book is coherently structured into 12 chapters covering crucial event management topics such as stakeholders, supply chain management, project management tools and techniques, and financial and legal issues. Guides, templates, case study examples, industry tips and activity tasks are integrated in the text and online to show practice and aid knowledge.Written in an engaging style, this text offers the reader a thorough understanding of how to sucTrade Review"This well-structured and up-to-date book truly provides an excellent and insightful perspective on modern events project management. With a systematic review of theories, well-summarised guides, templates, industry tips, and worldwide cases, it presents an excellent balance between theory and practice, making it essential reading for all event management students." - Dr Cathy Xin Jin, Senior Lecturer, Department of Tourism, Sport and Hotel Management, Griffith University"This is essential reading for students on event management courses. It is welcome in an industry which is sadly lacking in researched practical support textbooks. The event industry is a dynamic, complex, multi-faceted and layered environment to work within and good project management is essential to successful, safe and sustainable events. This book is a must for anyone considering a career in event management." - Beverley Griffiths, Director of Event and public Safety at The Emergency Planning College. Table of ContentsLists of figuresList of tablesList of case studiesAcknowledgementsAbbreviations1 Project management for events 2 Suppliers and supply chains3 Stakeholder relationships 4 Structures and teams 5 Event management project tools6 Event marketing and promotion7 Technology and sustainability8 Event management law and legislation9 Cost and financial planning10 Plan analysis and risk11 Problem solving and decision making 12 Project completion and reviewGlossary Index

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Book SynopsisUsing real working drawings from a 50 year career, Ron Slade shows how drawing remains at the heart of the design process in the everyday working life of engineers and architects. The book explains simple techniques that can be learnt and used to enhance any professional's natural ability. Using over 180 categorised examples it demonstrates that drawing remains the fastest, clearest and most effective means of design communication. Unlike many other books on drawing in the construction industry, this book is engineer led' and science oriented but effectively shows that there is a close affinity between the working methods of architects and engineers.Trade Review'Good engineers think, design and communicate through their sketches. A thoughtfully hand-drawn sketch offers a wonderfully efficient and immediately satisfying way for expressing the core concepts of a design. In fact, many problems and solutions do not reveal themselves until drawings are made from different viewpoints. The very act of drawing can help clarify the fabrication sequence and constructability of a complex design. Ron's wonderful sketches are a delight to the eye and the mind. I can think of no better recommendation to my undergraduate and postgraduate structural engineers than that they obtain a copy and cherish this delightful book.' - Roger Crouch, Professor and Dean, School of Mathematics, Computer Science and Engineering, City University, London, UK'Busy with 21st century technology, we run the risk of losing our mother-tongue: Sketching. Ron Slade’s book Sketching for Engineers and Architects is a must-have for all aspiring design and construction leaders in the building industry. This book is a treasure chest overflowing with creative engineering sketches and easy-to-understand drawing concepts. We are inspired and patiently guided to set aside our computers more often and pick up our pencils to organize, explore and communicate our ideas.' - Gregory Brooks, Senior Lecturer, Architectural Engineering, The University of Texas at Austin, USA'In a world of 3D modelling, the skill of interpretation through drawing is being lost. CAD has given us the ability to model buildings virtually, but can never replace the skill of engineers like Ron in being able to truly understand the challenges through free-hand construction sketches showing the process from fabrication through to construction and in doing so, developing innovative solutions. His sketches remind us of the importance of embracing technology whilst recognizing the role traditional methods can play in successful engineering.' - Peter Miller, Sales Associate Director, Severfield, UK‘In this age of digital imaging, 3D modelling and all manner of computer-aided drafting I believe that the art or skill of sketching is as valuable and effective a means of communicating an idea as any modern communication media. Sketching is a crucial tool in the kit of anyone who is engaged in the design or engineering process and should rank alongside IT in the education and development of young aspirant designers.' - Peter Emerson, Laing O’Rourke, UKTable of ContentsForeword Sir Terry Farrell. 1. Introduction 2. Drawing and Sketching 3. Sketch Book 4. Epilogue List of Figures. Bibliography. Index

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Book SynopsisDennis Lock''s masterly exposition of the principles and practice of project management has been pre-eminent in its field for 45 years and was among the first books to treat project management as a holistic subject. But Project Management has been kept completely up to date by regular and sensitive revisions to ensure that it remains fresh and totally relevant. Project Management explains the entire project management process in great detail, demonstrating techniques from simple charts to detailed computer applications. Everything is reinforced with clear diagrams and case examples, many new for this edition. The author has expanded discussion of topics such as supply chain management and the project management office (PMO), and there are new chapters about implementing change management projects and the role of senior managers in supporting projects. Obsolescent or less frequently used methods have been stripped out, but readers of the hardback Tutor's Edition will find that this delTrade Review’Project Management by Dennis Lock, now in its 10th Edition, is a substantial, very thorough and practical book. From the contents it becomes obvious that the author has a broad range of project experience not just in a wide variety of types of project, but also from end to end - and then some...the contents and examples are applicable to projects worldwide...' - R. Max Wideman P.Eng. FCSCE, FEIC, FICE, Fellow PMI, Project Management Wisdom, November 2013 '...As in the previous editions, the writing is always simple, clear and lucid, and the material is very logically organised. Students often comment that this book is the most readable of all the recommended books in my reading lists, and this is often the one which they choose to buy. I particularly dislike management jargon and this book is refreshingly free of it. It is a very practical book which appeals to the whole range of students I teach and I thoroughly recommend it. ' -Dr Sally Brailsford, University of Southampton, UKTable of ContentsContents: Preface to the tenth edition; Introduction to project management; Factors for project success or failure; Defining the project; Estimating project costs; First steps in planning the timescale; Financial appraisal and the business plan; Managing project risk; Project authorization; Project organization structures; Organization and initial conduct of management change and IT projects; The project manager and associated roles; Project breakdown structures; Detailed planning: an introduction to critical path networks; Detailed planning: critical path networks in practice; Scheduling resources, part 1: principles; Scheduling resources, part 2: practical advice; Scheduling project cash flows; Computer applications; Managing project start-up; Introduction to project contracts and purchase orders; Managing procurement and the supply chain; Managing progress; Managing changes; Managing project costs; Earned value analysis and cost reporting; Managing multiple projects, programmes and portfolios; Implementing business change projects; Managing project closure; Corporate managers’ support for the project manager; Bibliography; Index.

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Book SynopsisPractical Project Management for Building and Construction covers the 14 knowledge areas of project management that are essential for successful projects in the construction industry. For each knowledge area, it explains the processes for scope, time, risk, cost, and resource management. Filled with work and process flow diagrams, it demonstrates how projects progress throughout the project life cycle.The book details the processes that must be included in the management process to deliver projects on time and within budget. The processes and knowledge areas described reference the ISO 10006 Standard (guidelines for quality management in projects), the international project management standards of the PMBOK Guide, and the rapidly emerging ISO 21500 standard. Coverage includes change management, working environment, quality and communication, and procurement management. Illustrating the entire project process, this pioneering reference:<Table of ContentsIntroduction. General Information on Projects in the Building, Construction, and Installation Industries. Projects. Generic Main Processes. Project Phases. Knowledge Areas. Common Acronyms. Appendices. Index.

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Book SynopsisProgram management is a rapidly emerging offshoot of project management. So much so that AT&T, IBM, and other organizations, both large and small in all sectors, have initiated a push to certify program managers. And, although universities offer courses in program management, there are few books available to guide program managers through this field that requires a broad level of knowledge and experience. The definitive reference on program management, Program Management: A Life Cycle Approach provides this much needed guidance. Edited by Dr. Ginger Levin, the second person to become a PMI certified program manager (PgMP), this handbook presents a cohesive compilation of program management knowledge from more than 20 certified PgMPs. It considers the entire program life cycle and its phasesfrom initiation to sustainability. Each chapter is written by an experienced PgMP from a wide range of industries and countries. Table of ContentsThe Business Aspects of Program Management. The Opportunity Phase for Program Management. The Increasing Importance of Social Media in Program Management. Programs and Risk Management. Programs and Benefits Management. Programs and Stakeholder Management. Programs and Communications Management. Complexity and Program Communications. Governance and Program Management – Three Unique Views. Program Manager Interpersonal Skills and Competencies. Managing Multiple Vendors on Programs Using Earned Value. Innovation and Program Management. The Program Management Office. Sustainability of Program Management.

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Book SynopsisAs executives build and nurture their organization's strategic agility in today's turbulent, uncertain business environment, the ability to lead strategic change has become more critical than ever. The Strategic Project Leader: Mastering Service-Based Project Leadership, Second Edition will help project managers lead with confidence in temporary, ambiguous team structures that execute risk-laden work in an increasingly agile project environment.Like the first edition, this edition encourages readers to take ownership of their leadership agenda and become disciplined in the processes of building a framework of leadership skills. Readers are introduced to a new role: the service-based project leader. This role serves the entire project organization by creating a meaningful experience for team members, customers, and critical stakeholders. The book provides practical guidance to help you move from project manager to service-based project leader. Detailing a frameTrade ReviewThe second edition of The Strategic Project Leader builds on the first edition’s competency and self-directed leadership models to guide not just project managers but anyone in a leadership role in projects to master service-based project leadership. ... By using the tools in this book, not only will your organization’s projects have a greater chance of coming in on time, on budget, and according to specs, but your organization will sustain the continuous transformation required to remain competitive. —Dr. Frank B. McCluskey, Provost and Executive Vice President (retired), American Public University System Praise for the First Edition:... a truly uplifting book with a self-directed plan to build leadership competencies and recommended tools for establishing compatibility and trust that allows project leaders to truly change the world by connecting their values with their work.–Dr. Tony Alessandra, author of The Platinum Rule and Charisma Jack has taken the vast body of research in project management and leadership and boiled it down to its essential elements. He provides clear direction on HOW to implement leadership practices.–Carl Pritchard, President, Pritchard Management Associates and author of Risk Management: Concepts & Guidance …demonstrates that project managers are strategic leaders for their respective organizations as project management is a strategic advantage for the organization. I highly recommend this interesting and easy-to-read book.–Ginger Levin, DPA, PMP, Project Management Consultant and co-author of The Advanced Project Management Office Jack writes in an engaging way and his concern for the trade is infectious. Being a practitioner myself, I can only say: run and read!–Merete Munch Lange, Project Manager ... walks us through what it takes to be more than just a project leader, but to be a service-based project leader ... the crème de la crème ... the enablers of the organization. It is a must-read for project managers who want to transform the way they lead.–Sandy Weiner, Master Certified Coach, Managing Partner, 1-Focus InternationalBy emphasizing the leading of people and providing a roadmap for personal development, Ferraro has created an interesting and practical book.–SciTech Book News, May 2008Table of ContentsThe New Project Leader. The Service-Based Project Leader’s Competency Pyramid. Self-Directed Project Leadership Development.

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Book SynopsisDelivering Successful PMOs is intended to be the companion book to Leading Successful PMOs (Peter Taylor) which was a guide to all project based organisations providing a common language to describe the variety of possible PMOs, explaining how to do the right things, in the right way, in the right order, with the right team, and identifying what made a good PMO leader. Delivering Successful PMOs takes this to the next level and provides a clear framework to conceive, design, build, prove and embody an enterprise PMO inside an organisation, dealing with the strategic intentions, the politics, the people and the projects. The book draws on the rare experience that Ray Mead, through his organisation p3m global(www.p3m.global) had in building an enterprise PMO for a major organisation (based in the Middle East) from the ground up - a 'greenfield' enterprise PMO. Through this process he and his team have developed an invaluable methodology that is shared through this book alongside a realTable of ContentsIntroduction; Chapter 1 A Short Reflection; Chapter 2 A Further Justification; Chapter 3 Destined to Fail? …; Chapter 4 … Or Designed to Succeed?; Chapter 5 Introduction to the Plan; Chapter 6 Phase 1 – Plan PMO; Chapter 7 Phase 2 – Start Up PMO (A Phase); Chapter 8 Phase 3 – Set Up PMO (D Phase); Chapter 9 Phase 4 – Operate PMO (E Phase); Chapter 10 Phase 5 – Transfer PMO; Chapter 11 Lessons Learned; Chapter 12 Some Further Thoughts; Chapter 13 More Inspiration;

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Book SynopsisPerformance Coaching for Complex Projects recognises a world of complex undertakings for which the common transactional mindsets and methodologies will not produce the required results. The author advocates, instead, the novel concept that the project manager or team leader should coach the team as part of their role. Managing complexity requires greater use of influence and less reliance on coercion. Learning how to recognise the clues that reveal personal preferences, character traits and motivations will allow you to communicate in a way that recognises how different team members see the world. Team coaching helps the project team work together to think through their issues and then collectively implement the solution. Tony Llewellyn has structured his book in two parts. Part I looks at the challenges of complexity and makes the case for a shift from a transactional directive mindset to a transformational coaching philosophy. Part II introduces a model of project team coaching incTable of ContentsPerformance Coaching for Complex Projects

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Book SynopsisProgram management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way. The Second Edition of Michel Thiry's Program Management builds on the bestselling title first published in 2010. The heavily revised text reflects the latest program management guides and international standards and includes: a new section on agile management in programs; the author's own program management maturity measure; a new section on change management, which is now integral to many programs. Michel has also reviewed and revised the program lifecycle to align with the more unified view of program management that has emerged since the book was first published. The result is an essential guide to program management that incorporates a robust theoretical framework, complemented by examples and advice from one of the world's leaTrade Review’Thiry’s revised landmark work embraces many important changes. He takes a broad and in-depth view of multiple professional standards, explaining pragmatically the essence of key focus areas, for executives, managers, and students alike, on how to lead, step-by-step, successful program outcomes. This is essential reading for those moving from narrow technical to broader leadership skills, critical to value-driven organisations under pressure to deliver better strategies through program management.’ Chris Stevens, Principal, Project Standards and Practice, NBN Co, Australia; member of PMI’s Standards Members Advisory Group ’Already a cornerstone in the library of important industry publications, the first edition of Program Management by Dr Michel Thiry broke new ground in 2010 by providing a clearly understandable and practical context for sifting through an assortment of conflicting and sometimes competing views about the application of program management in organizations. In many ways, the first edition was a catalyst for many of the advances in program management practice we recognize and enjoy today. This second edition reflects the deep understanding Dr Thiry has gained since the first publication through careful observation, critical thinking, and the art and science of hard-won experience. This latest update by one of the industry’s foremost thought leaders reveals an awareness of the critically important role program management now plays in organizations large and small for the delivery of key strategic benefits and real, measurable value in an increasingly complex, fast-paced, unpredictable and continually evolving (shall we say... agile) business environment. The second edition is destined to take its place as a frequently referenced, often quoted, dog-eared and battle-worn guide for the serious program manager. On my bookshelf, it stands next to its heavily marked-up and Post-It-littered brother, the first edition. If the second editionTable of ContentsContents: Preface; Introduction; Executive summary. Part I The Program Context: Background and definitions; Organizational context; Program context. Part II The Program Constituents: Key program functions; Program actors. Part III The Program Life Cycle: Program life cycle outline; Program definition (formulation); Program definition (preparation); Program deployment (capabilities delivery and transition); Program deployment (capabilities integration and benefits appraisal); Program closure. Conclusion; References; Index.

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Book SynopsisEssential reading for academics, students and professionals interested in managing projects. Management of complex products and systems (CoPS) is central to many organizations today, as firms coordinate external activities and reduce internal bureaucracy. Uniquely, this 2005 book shows how projects enable strategy, innovation, capability building and organisational renewal in leading businesses.Trade ReviewReview of the hardback: 'This book has a very important message in proposing that, for many firms, project competence is a major precondition for competitive advantage. Building on a multitude of solid empirical studies within the COPS research programme, Davies and Hobday demonstrate convincingly the vital role of projects as a means of stimulating flexibility and effecting innovation. They present a comprehensive framework that accounts for the wider significance of projects for innovation and business strategy. For students within business and technology, as well as for managers, this book is a must read!' Lars Lindkvist Professor of Business Administration, Linköping University, SwedenReview of the hardback: ' … a major scholarly contribution to a rethinking of the role of projects in the management literature … moves beyond the orthodox view of projects as a set of operational planning and control tools and techniques, and instead demonstrates how projects are the fulcrum for organization-wide learning, innovation and business development.' Robert DeFillippi Suffolk University Business School, BostonReview of the hardback: 'The popularity of projects as a means for achieving competitive advantage in public and private organizations has become a well-recognized phenomenon, leading to a surge of interest in theory development and the practice of project management techniques. What has been missing, to date, is a work that places projects directly at the center of modern business practices, explaining clearly and concisely why projects are an effective means for achieving myriad organizational goals. This book addresses a critical and, until now, missing component in our understanding of the role of projects in successful business enterprises. Well-researched, provocative, and highly practical, The Business of Projects, is a welcome, and extremely timely addition to the project management literature.' Jeffrey K. Pinto Andrew Morrow and Elizabeth Lee Black Chair in Management of Technology, Sam and Irene Black School of BusinessReview of the hardback: 'Since the pioneering work of Joan Woodward and Alfred Chandler in the 1960s, researchers have tried to understand the relationships between strategy, organisation and technology. Davies and Hobday show how today's complex new technologies and organizational structures have made this task even more complicated. Their answer to many of the strategic challenges posed by the new environment is the project business. This book provides a major contribution to our understanding of industrial organisation in the early 21st century.' Mark Dodgson Director, Technology and Innovation Management Centre, University of QueenslandReview of the hardback: 'This book has a very important message in proposing that, for many firms, project competence is a major precondition for competitive advantage. Building on a multitude of solid empirical studies … , Davies and Hobday demonstrate convincingly the vital role of projects as a means of stimulating flexibility and effecting innovation. They present a comprehensive framework that accounts for the wider significance of projects for innovation and business strategy. For students within business and technology, as well as for managers, this book is a must read!' Lars Lindkvist Professor of Business Administration, Linköping University, SwedenReview of the hardback: '… this book is 'highly original' … The authors … go furher by analysing the role of projects, and the actions of managers within them, from two viewpoints: that of complex products and systems as a particular class of undertaking and their role in stimulating and effecting innovations … The book is structured to take researchers, students and managers through the field step by step … This is a well organised and clearly written book on a subject of growing importance. It provides an excellent introduction for students, researchers and project managers.' Development Policy ReviewReview of the hardback: 'For the reader who wants to understand this important category of projects and the innovation and learning problems associated with project business, I truly recommend the book. I especially believe that the theoretical framework presented in the book is a welcome contribution to both the literature on management in general and to the knowledge of project management/organization/business in particular.' Jonas Söderlund School of Managment, Linköping UniversityTable of Contents1. Introduction; 2. The dynamics of innovation in complex projects and systems; 3. Business strategy and project capability; 4. Systems integration and competitive advantage; 5. The project-based organisation; 6. Managing software-intensive projects; 7. Learning in the project business; 8. Integrated solutions for customers; 9. Lessons for the project business.

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Book SynopsisOffers insights for CEOs and employees alike, revealing how innovation is being fueled by passionate workers and the companies that give them the time to explore what they care about most. This title focuses on the thought-leaders who are shaking up the corporate landscape, visionaries whose experiences can offer salvation for corporate America.Trade Review"Tate's enthusiastic but objective study gathers momentum as the book progresses; each chapter builds on the previous one, and he's quick to point out the practicality of the process. Whether readers are in the corner office or the boiler room, they'll likely find Tate's opus to be inspiring and informative." -- Publishers Weekly "Useful and inspiring advice for tinkerers." -- Kirkus Reviews "In any organization a lot of the rank-and-file are ready to start efforts which will contribute to their community, maybe building the bottom line. The 20 % Doctrine shows how organizations have made that work in real life, and how you might make that happen where you work." -- Craig Newmark, founder of Craigslist and Craigconnects "The most innovative companies in America are those that are willing to let employees explore their own pet projects on company time. The 20% Doctrine is a smart, well-written look at this new path to innovation, full of examples that are engaging, thought provoking, and intriguingly diverse." -- Chris Anderson, editor-in-chief of Wired magazine

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Book SynopsisADVANCED PROJECT MANAGEMENT AUTHORITATIVE STRATEGIES FOR IMPLEMENTING PROJECT MANAGEMENT Senior managers at world-class corporations open their office doors to discuss case studies that demonstrate their thought processes and actual strategies that helped them lead their companies to excellence in project management in less than six years! Following the Project Management Institute's Body of Knowledge (PMBOK), industry leaders address: Project risk management Project portfolio management The Project Office Project management multinational cultures Integrated project teams and virtual project teamsTable of ContentsPreface xv 1 The Growth of Project Management 1 1.0 Introduction 1 1.1 Understanding Project Management 1 1.2 Resistance to Change 4 1.3 Strategic Imperatives for Project Management 9 1.4 Project Management Life Cycle 13 1.5 Excellence in Project Management 16 1.6 Selection of Companies as Examples 18 Multiple Choice Questions 22 Discussion Questions 25 Crossword 27 2 Success, Maturity, And Excellence: Definitions 29 2.0 Introduction 29 2.1 Early Definitions of Success 29 2.2 Modern Definitions of Success 30 2.3 Project Management Maturity 34 2.4 Critical Success Factors in Project Management 42 2.5 Definition of Excellence 43 2.6 Best Practices in Project Management 46 2.7 A Structured Approach 46 2.8 Myths 56 Multiple Choice Questions 57 Discussion Questions 60 Crossword 61 3 The Driving Forces for Maturity 63 3.0 Introduction 63 3.1 Capital Projects 64 3.2 Customers’ Expectations 65 3.3 Competitiveness 73 3.4 Executive Managers’ Buy-In 75 3.5 New Product Development 79 3.6 Efficiency and Effectiveness 81 3.7 Company Survival 83 3.8 Other Driving Forces 88 Multiple Choice Questions 88 Discussion Questions 92 Crossword 93 4 Project Management Methodologies 95 4.0 Introduction 95 4.1 Examples of Methodology Development 96 4.2 Overcoming Development and Implementation Barriers 105 4.3 Critical Components 114 4.4 Benefits of a Standard Methodology 124 4.5 Implementing the Methodology 132 4.6 Project Management Tools 142 Multiple Choice Questions 147 Discussion Questions 150 Crossword 151 5 Strategic Planning for Excellence in Project Management 153 5.0 Introduction 153 5.1 Influence of Economic Conditions 153 5.2 What Is General Strategic Planning? 156 5.3 What Is Strategic Planning for Project Management? 157 5.4 Critical Success Factors for Strategic Planning 163 5.5 Identifying Strategic Resources 171 5.6 Strategic Selection of Projects 175 5.7 Horizontal Accounting 179 5.8 Continuous Improvement 181 5.9 Why Does Strategic Planning for Project Management Fail? 186 5.10 Strategic Planning in Action 188 5.11 Organizational Restructuring 191 5.12 Career Planning 192 5.13 The Project Management Maturity Model 193 5.14 How to Conduct a PM Maturity Assessment 197 Multiple Choice Questions 208 Discussion Questions 211 Crossword 213 6 The Maturity of Modern Project Management 215 6.0 Introduction 215 6.1 Classification of Changes 215 6.2 Classification of Companies 217 6.3 Recessionary Effects 219 6.4 Global Pressures 220 6.5 Concurrent Engineering 222 6.6 Project Objectives 224 6.7 Definition of Success 225 6.8 Velocity of Change 226 6.9 Management Style 227 6.10 Authority and Job Descriptions 228 6.11 Evaluation of Team Members 229 6.12 Accountability 230 6.13 Project Management Skills 231 6.14 Planning Hours/Dollars 234 6.15 Education and Training 235 6.16 Project Sponsorship 236 6.17 Project Failures 237 6.18 Maturity and Immaturity 238 Multiple Choice Questions 239 Discussion Questions 242 Crossword 243 7 Project Portfolio Management 245 7.0 Introduction 245 7.1 Involvement of Senior Management and Stakeholders 246 7.2 Project Selection Obstacles 248 7.3 Identification of Projects 249 7.4 Preliminary Evaluaiton 253 7.5 Strategic Selection of Projects 254 7.6 Strategic Timing 257 7.7 Analyzing the Portfolio 258 7.8 Problems with Meeting Expectations 259 Multiple Choice Questions 263 Discussion Questions 265 Crossword 267 8 The Project Office 269 8.0 Introduction 269 8.1 The Project Office: 1950–1990 269 8.2 The Project Office: 1990–2000 270 8.3 The Project Office: 2000–Present 272 8.4 Types of Project Offices 278 8.5 Project Management Information Systems 298 8.6 Dissemination of Information 306 8.7 Mentoring 306 8.8 Development of Standards and Templates 307 8.9 Project Management Benchmarking 308 8.10 Business Case Development 309 8.11 Customized Training (Related to Project Management) 310 8.12 Managing Stakeholders 313 8.13 Continuous Improvement 314 8.14 Capacity Planning 316 8.15 Risks of Using a Project Office 317 8.16 Project Office Excellence: A Case Study of Johnson Controls, Inc. (JCI) Automotive Systems Group (ASG) 318 8.17 Reporting and Structure 321 Multiple Choice Questions 322 Discussion Questions 324 Crossword 325 9 Integrated Processes 327 9.0 Introduction 327 9.1 Understanding Integrated Management Processes 327 9.2 Evolution of Complementary Project Management Processes 329 9.3 Total Quality Management 333 9.4 Concurrent Engineering 335 9.5 Risk Management 336 9.6 Change Management 350 9.7 Other Management Processes 352 9.8 Integrated Processes at Work 352 Multiple Choice Questions 359 Discussion Questions 362 Crossword 364 10 Culture 365 10.0 Introduction 365 10.1 Creation of a Corporate Culture 366 10.2 Corporate Values 375 10.3 Types of Cultures 380 10.4 Shared Accountability and Multiple-Boss Reporting 381 10.5 Shared Rewards 382 10.6 Prioritization of Work 383 10.7 Corporate Cultures at Work 383 Multiple Choice Questions 396 Discussion Questions 400 Crossword 401 11 Management Support 403 11.0 Introduction 403 11.1 Visible Support from Senior Managers 403 11.2 Project Sponsorship 404 11.3 Excellence in Project Sponsorship 408 11.4 Empowerment of Project Managers 409 11.5 Management Support at Work 412 Multiple Choice Questions 414 Discussion Questions 417 Crossword 418 12 Training and Education 419 12.0 Introduction 419 12.1 Training for Modern Project Management 420 12.2 Identifying the Need for Training 426 12.3 Selecting the Students 427 12.4 Fundamentals of Project Management Education 427 12.5 Designing the Courses and Conducting the Training 428 12.6 Measuring the Return on Investment 432 12.7 Competency Models 434 12.8 Training and Education at Work 450 Multiple Choice Questions 456 Discussion Questions 459 Crossword 460 13 Informal Project Management 461 13.0 Introduction 461 13.1 Informal versus Formal Project Management 461 13.2 Trust 464 13.3 Communication 465 13.4 Cooperation 469 13.5 Teamwork 469 13.6 Color-Coded Status Reporting 470 13.7 Informal Project Management at Work 472 Multiple Choice Questions 474 Discussion Questions 476 Crossword 478 14 Behavioral Excellence 479 14.0 Introduction 479 14.1 Situational Leadership 479 14.2 Conflict Resolution 482 14.3 Staffing for Excellence 484 14.4 Integrated Product/Project Teams 486 14.5 Virtual Project Teams 494 14.6 Rewarding Project Teams 496 14.7 Keys to Behavioral Excellence 499 Multiple Choice Questions 502 Discussion Questions 505 Crossword 507 15 The Effect of Mergers and Acquisitions on Project Management 509 15.0 Introduction 509 15.1 Planning for Growth 509 15.2 The Project Management Value-Added Chain 510 15.3 Preacquisition Decision-Making 513 15.4 Landlords and Tenants 519 15.5 Best Practices: A Case Study on Johnson Controls, Inc. 520 15.6 Integration Results 524 15.7 Value Chain Strategies 526 15.8 Failure and Restructuring 528 Multiple Choice Questions 529 Discussion Questions 531 Crossword 533 16 Rising Stars and Future Directions 535 16.0 Introduction 535 16.1 Computer Associates 535 16.2 Lear 549 16.3 Texas Instruments 555 16.4 Sun Microsystems 560 16.5 Motorola System Solution Group 571 16.6 Nortel Networks 573 16.7 Battelle Memorial Institute 574 16.8 Johnson Controls 576 16.9 Metzeler Automotive Profile System 579 16.10 EDS 583 16.11 USAA 585 16.12 Changing Times 586 Appendixes 591 A: Quality Awards at Johnson Controls Automotive Systems Group 591 B: Project Management Maturity Questionnaire 595 C: Project Management Excellence Questionnaire 599 D: Software Development Methodology at Computer Associates 609 E: Best Practices Library Development at Computer Associates 617 F: Post Project Assessment Process at Computer Associates 631 Case Studies 637 Case 1: Clark Faucet Company 637 Case 2: Photolite Corporation (A) 640 Case 3: Photolite Corporation (B) 642 Case 4: Photolite Corporation (C) 645 Case 5: Photolite Corporation (D) 650 Case 6: Continental Computer Corporation 655 Case 7: Goshe Corporation 659 Case 8: Hyten Corporation 664 Case 9: Acorn Industries 674 Case 10: Mohawk National Bank 680 Case 11: First Security Bank of Cleveland 683 Case 12: Como Tool and Die (A) 686 Case 13: Como Tool and Die (B) 689 Case 14: Apache Metals, Inc. 691 Case 15: Cordova Research Group 693 Case 16: Cortez Plastics 694 Case 17: Haller Specialty Manufacturing 695 Case 18: Macon, Inc. 696 Case 19: Jones and Shephard Accountants 698 Case 20: The Trophy Project 701 Case 21: The Blue Spider Project 704 Case 22: Corwin Corporation 716 Case 23: Denver International Airport 725 Case 24: MIS Project Management at First National Bank 757 Case 25: Concrete Masonry Corporation 767 Case 26: Construction of a Gas Testing Laboratory in Iran 774 Case 27: The Space Shuttle Challenger Disaster 781 Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales 819 Index 839

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Book SynopsisBy the time you compare your accounting reports with your job costing, estimating and change orders, and pipeline, it's too late to make adjustments to guarantee profit. This book will help you see where you stand every day, with every job, by monitoring just 7 Key Numbers that drive all profits and cash flow.Trade Review"Managing Your Business with 7 Key Numbers is exceptionally well written, organized, and presented. Specifically directed at professionals engaged in construction, Managing Your Business with 7 Key Numbers is as thoroughly 'user friendly' as it is informative, making it very highly recommended." -- Small Press Bookwatch, Oregon, WI

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Book Synopsis

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Book SynopsisPROJECT MANAGEMENT IN THE CONSTRUCTION INDUSTRY Reader friendly guide to construction project management through the lens of PMI's PMBOK Guide, with management and leadership soft skills Comprehensive, up-to-date, and reader friendly, Project Management in the Construction Industry offers a construction-specific project management approach. This book focuses on project management in the construction industry, not just construction managementfrom project conception through to completion and even beyond. It includes guidance on project initiation in the private and public sector, real estate development, construction in the international environment, and key management and leadership soft skills for construction project management students entering the workforce. This book offers practical examples and exercises by chapter using a step-by-step approach and includes real-world case studies to further aid in practical application. The author's wel

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Book SynopsisA much-needed guide to efficient collaboration in today’s workplace.

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Book SynopsisAt last - the first comprehensive and practical guide to the work breakdown structure (WBS) in 45 years! This book offers vital new perspectives on how to apply the WBS to today's different types of projects that produce products, services or results. You'll learn how to use WBS throughout the project lifecycle to plan, control and communicate. Your new insights into the WBS principles, plus checklists and proven action steps, will improve the planning of new projects and help you launch projects more efficiently and effectively.Table of ContentsIntroduction to the Work Breakdown Structure WBS Fundamentals Lifecycle Planning: Programs and Phases The WBS in Project Operations WBS Examples and Descriptions WBS Principles, Steps and Checklist

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Book SynopsisWith a clear focus on how business objectives determine project value, this book explains how to use an "investment-based" perspective to integrate finance, risk management and strategic planning. You'll develop workflows that overcome constraints of time, cost and scheduling as you benefit from new tools that relate processes directly to business goals: the project balance sheet and the time-centric earned value system. In addition, a new goal decomposition methodology gives you the best chance of getting projects started - and getting them accomplished successfully.Table of ContentsUnderstanding Project Value The Sources of Value for Projects Balancing Investment, Returns, and Risk Estimating the Future Delivering Value Schedule Risk and Value Attainment

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Book SynopsisYou don't need sophisticated statistical analysis or software to improve the probability of project success. This book offers a proactive project management process for managing project risk from project initiation through planning, execution, control and closure. In addition, you'll apply a new technique for program risk auditing that lets you explore risk in multiple related projects. You'll learn how to uncover hidden risk during the planning phase and how to track and manage it throughout the project. You'll also learn to enhance project value by building a risk management repository to support ongoing knowledge transfer.Table of ContentsRisk Management as a Project Management Process Initiation: Project Opportunity Assessment Risk Management Planning Execution: Project Risk Audit Controlling: Continuing Risk Management Closure: Risk Knowledge Transfer Program Risk Audit

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Book SynopsisLearn how to create a measurement-oriented program for your unique organization. With new insights on measurement as a communications tool, this book offers step-by-step guidance on how to use specific quantitative actions-and-results assessments to ensure the success of key initiatives. You'll master the new skills needed to incorporate stakeholder requirements into the structure and operation of the measurement program. You'll also learn how to implement a measurement program and develop understanding of the measurement life cycle, including how to keep your tactics and processes evolving to stay in step with your organization and new challenges.Table of ContentsWhy Measure? What Is Measurement? Levels of Measurement Customers of Measurement Implementing a Measurement Program Measurement Program Maturity Quality, Cycle-Time, and Productivity Measures Wrap-Up and Key Points

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Book SynopsisThis book traces the development of project leadership as fundamental to completing projects effectively, delineates the leadership tasks that must be accomplished at each step of a project's life, and helps the reader develop wisdom in making decisions both by learning the ramifications of certain decisions and by seeing how those decisions are made in an example project.Table of ContentsChapter 1. The Origins of Project Leadership Chapter 2. Project Initiating Chapter 3. Project Planning Chapter 4. Project Executing Chapter 5. Project Closing Chapter 6. Project Leadership Challenges Appendix A. Project Leadership Assessment: Organizational Appendix B. Project Leadership Assessment: Individual Appendix C. Project Leadership Assessment: Team Glossary

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Book SynopsisSix Sigma is a collection of ideas and tools that many organizations are using as part of their efforts to improve the quality of their products and services. Six Sigma for Project Managers explores the concepts that project managers need to know to make six sigma work for their organizations.Table of ContentsWhat is Six Sigma? Six Sigma As a Metric Six Sigma As a Goal Six Sigma "by the Belts" Implementing a Formal Six Sigma Program "Ultimate" Six Sigma Applying Six Sigma to Project Management Organizing for Six Sigma

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Book SynopsisFrom the novice to the most experienced and senior project manager, triple constraint issues are at the core of the most crucial decisions about a project. The Triple Constraints in Project Management explores the triangle of time, cost, and performance that bounds the universe within which every project must be accomplished - and shows how controlling the hierarchy of constraints can mean the difference between success and failure on virtually any project.Table of ContentsThe Art of Strategic Failure The Triple Constraints: Time, Cost, and Performance The Hierarchy of Constraints Strategies for Managing Time-Driven Projects Strategies for Managing Performance-Driven Projects Strategies for Managing Cost-Driven Projects Conflict: Management and Multiple Stakeholders The Power of Three Index

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Book SynopsisMetrics for Project Management: A Formalized Approach describes a comprehensive set of project management metrics in an easy-to-read format. Through a unique presentation of metrics through the categories of "things," "people," and "enterprise," you'll learn how metrics can: • Guide you toward informed decisions • Help the enterprise recognize the sum of its collective capabilities • Ensure that plans for producing and delivering products and services are consistently realistic, achievable, and attainable • Link the efforts of individual team members with the overall success of the project • Indirectly promote teamwork and improve team morale This methodical, logical approach to metrics will help you: • Gauge the success of the project team through specific tools • Assess the motivation, performance, and behavior of team members • Assess organizational capabilities and collective project management performance • Handle enterprise issues: project management maturity, competency, and project portfolio management • Establish a metrics program • Select metrics and implement schedules Clear and easy to understand, this book is a valuable guide to using these powerful techniques for performance improvement. With immense potential benefits, Metrics for Project Management is a smart investment for any organization.

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Book SynopsisProject Requirements: A Guide to Best Practices gives project managers tools they can assimilate and apply easily to improve project success rates, reduce development costs, reduce rework, and accelerate time to market. Based on experience and best practices, this valuable reference will help you: • Clarify real requirements before you initiate project work • Improve management of project requirements • Save time and effort • Manage to your schedule • Improve the quality of deliverables • Increase customer satisfaction and drive repeat businessTable of ContentsKey Requirements Success Factors * Partnering for Success * Requirements-Related Project Startup Issues * Fostering Effective Teamwork * Coaching the Project's Requirements Manager and Requirements Analyst * Clear Communication: The Key to Project Success * The "Right" Amount of Discipline and Process * Continuous Improvement * The Project Manager's Role Concerning Quality * Requirements, Risk, and the Project Manager

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Book SynopsisSoftware Project Management: Measures for Improving Performance focuses on more than the mechanics of project execution. By showing the reader how to identify and solve real world problems that put schedule, cost, and quality at risk, this guide gets to the heart of improving project control and performance. • Identify measurement needs and goals • Determine what measures to use to maximize the value of data • Interpret data and report the results • Diagnose quality and productivity issues • Use metrics data to solve real problems This is a must-read for project managers and engineering managers working in organizations where deadlines are tight, the workload is daunting, and daily crises are the rule rather than the exception. The text provides simple run rate data through progressively advanced measures, as well as: • Examples that show you how to combine measures to solve complex problems • Exercises that guide you through best practices for metric program development and implementationTable of ContentsMeasures, Goals, and Strategies Introduction * Implementing and Measurement Architecture * Applying the Basics: Run Rates * Behind the Line: Attribute Analyses * Measuring Up: Historical Data and Indicators * Graphical Display of Data * Reality Check: The Human Side of the Numbers

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