{"product_id":"project-management-best-practices-9781394179206","title":"Project Management Best Practices","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003ePROJECT MANAGEMENT BEST PRACTICES\u003c\/b\u003e \u003cp\u003e\u003cb\u003eBest practices from 50+ world-class organizations to improve project management, add business value, and increase benefit realization\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eFeaturing 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 \u003ci\u003eProject Management Best Practices\u003c\/i\u003e 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. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eProject Management Best Practices\u003c\/i\u003e features insights and best practices from world class organizations like Siemens, Deloitte, GEA, Heineken, Sony, Dubai Customs, Philips Medical, IBM, Boeing, C\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003eAbout the Companion Website xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Understanding Best Practices 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.0 Introduction 1\u003c\/p\u003e \u003cp\u003e1.1 Wärtsilä 2\u003c\/p\u003e \u003cp\u003e1.2 Project Management Best Practices: 1945–1960 4\u003c\/p\u003e \u003cp\u003e1.3 Project Management Best Practices: 1960–1985 5\u003c\/p\u003e \u003cp\u003e1.4 Project Management Best Practices: 1985–2016 8\u003c\/p\u003e \u003cp\u003e1.5 Project Management Best Practices: 2016–Present 13\u003c\/p\u003e \u003cp\u003e1.6 Benefits Management Practice at Dubai Customs 14\u003c\/p\u003e \u003cp\u003e1.7 An Executive’s View of Project Management 19\u003c\/p\u003e \u003cp\u003e1.8 The Growth of Nontraditional Projects 22\u003c\/p\u003e \u003cp\u003e1.9 The Growth of the VUCA Environment 24\u003c\/p\u003e \u003cp\u003e1.10 The Impact of the COVID- 19 Pandemic on Project Management 26\u003c\/p\u003e \u003cp\u003e1.11 General Motors and Ventilators 30\u003c\/p\u003e \u003cp\u003e1.12 Best Practices Process 33\u003c\/p\u003e \u003cp\u003e1.13 Step 1: Definition of a Best Practice 34\u003c\/p\u003e \u003cp\u003e1.14 Step 2: Seeking Out Best Practices 37\u003c\/p\u003e \u003cp\u003e1.15 Dashboards and Scorecards 45\u003c\/p\u003e \u003cp\u003e1.16 Key Performance Indicators 48\u003c\/p\u003e \u003cp\u003e1.17 Manufacturing Best Practices in Action 54\u003c\/p\u003e \u003cp\u003e1.18 Step 3: Validating the Best Practice 57\u003c\/p\u003e \u003cp\u003e1.19 Step 4: Levels of Best Practices 58\u003c\/p\u003e \u003cp\u003e1.20 Step 5: Management of Best Practices 61\u003c\/p\u003e \u003cp\u003e1.21 Step 6: Revalidating Best Practices 61\u003c\/p\u003e \u003cp\u003e1.22 Step 7: What to Do with a Best Practice 62\u003c\/p\u003e \u003cp\u003e1.23 Step 8: Communicating Best Practices Across the Company 63\u003c\/p\u003e \u003cp\u003e1.24 Step 9: Ensuring Usage of the Best Practices 65\u003c\/p\u003e \u003cp\u003e1.25 Common Beliefs 65\u003c\/p\u003e \u003cp\u003e1.26 The Dark Side of Project Management Best Practices 67\u003c\/p\u003e \u003cp\u003e1.27 Best Practices Library 67\u003c\/p\u003e \u003cp\u003e1.28 Determining the Value of a Best Practice 69\u003c\/p\u003e \u003cp\u003e1.29 ARAMCO Bolsters Innovation through Cutting- Edge Ideas 71\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 From Best Practice to Migraine Headache 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.0 Introduction 75\u003c\/p\u003e \u003cp\u003e2.1 Good Intentions Becoming Migraines 76\u003c\/p\u003e \u003cp\u003e2.2 Enterprise Project Management Methodology Migraine 77\u003c\/p\u003e \u003cp\u003e2.3 Trade- Off Migraine 77\u003c\/p\u003e \u003cp\u003e2.4 Customer Satisfaction Migraine 78\u003c\/p\u003e \u003cp\u003e2.5 Migraine Resulting from Responding to Changing Customer Requirements 79\u003c\/p\u003e \u003cp\u003e2.6 Reporting Level of the PMO Migraine 80\u003c\/p\u003e \u003cp\u003e2.7 Cash Flow Dilemma Migraine 80\u003c\/p\u003e \u003cp\u003e2.8 Scope Change Dilemma Migraine 81\u003c\/p\u003e \u003cp\u003e2.9 Outsource or Not Migraine 82\u003c\/p\u003e \u003cp\u003e2.10 Determining When to Cancel a Project Migraine 82\u003c\/p\u003e \u003cp\u003e2.11 Providing Project Awards Migraine 83\u003c\/p\u003e \u003cp\u003e2.12 Migraine from Having the Wrong Culture in Place 84\u003c\/p\u003e \u003cp\u003e2.13 Migraines Due to Politics 85\u003c\/p\u003e \u003cp\u003e2.14 Migraines Caused by the Seven Deadly Sins 92\u003c\/p\u003e \u003cp\u003e2.15 Sources of Smaller Headaches 106\u003c\/p\u003e \u003cp\u003e2.16 Ten Uglies of Projects 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Journey to Excellence 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.0 Introduction 119\u003c\/p\u003e \u003cp\u003e3.1 Strategic Planning for Project Management 122\u003c\/p\u003e \u003cp\u003e3.2 Roadblocks to Excellence 130\u003c\/p\u003e \u003cp\u003e3.3 Pain Points 131\u003c\/p\u003e \u003cp\u003e3.4 Hitachi Ltd. 138\u003c\/p\u003e \u003cp\u003eReferences 144\u003c\/p\u003e \u003cp\u003e3.5 Farm Credit Mid- America Best Practices 150\u003c\/p\u003e \u003cp\u003eReferences 154\u003c\/p\u003e \u003cp\u003e3.6 NCS Integrated Delivery Methods (IDM) \u0026amp; Project Management Method (PMM) 155\u003c\/p\u003e \u003cp\u003e3.7 Managing Change within Research and Development at Business Area Networks, Ericsson 162\u003c\/p\u003e \u003cp\u003e3.8 Intel Corporation and “Map Days” 170\u003c\/p\u003e \u003cp\u003e3.9 Apple Computer and Cell Phones 170\u003c\/p\u003e \u003cp\u003e3.10 The Light at the End of the Tunnel 171\u003c\/p\u003e \u003cp\u003e3.11 Managing Assumptions 173\u003c\/p\u003e \u003cp\u003e3.12 Project Governance 174\u003c\/p\u003e \u003cp\u003e3.13 Seven Fallacies That Delay Project Management Maturity 175\u003c\/p\u003e \u003cp\u003e3.14 Motorola 178\u003c\/p\u003e \u003cp\u003e3.15 Texas Instruments 179\u003c\/p\u003e \u003cp\u003e3.16 Naviair: On Time— On Budget 180\u003c\/p\u003e \u003cp\u003e3.17 Avalon Power and Light 190\u003c\/p\u003e \u003cp\u003e3.18 Roadway Express 191\u003c\/p\u003e \u003cp\u003e3.19 Kombs Engineering 193\u003c\/p\u003e \u003cp\u003e3.20 Williams Machine Tool Company 194\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Project Management Methodologies 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.0 Introduction 197\u003c\/p\u003e \u003cp\u003e4.1 Excellence Defined 198\u003c\/p\u003e \u003cp\u003e4.2 Recognizing the Need for Methodology Development 198\u003c\/p\u003e \u003cp\u003e4.3 Enterprise Project Management Methodologies 202\u003c\/p\u003e \u003cp\u003e4.4 Benefits of a Standard Methodology 207\u003c\/p\u003e \u003cp\u003e4.5 Critical Components 208\u003c\/p\u003e \u003cp\u003e4.6 Valmet Customer Project Management 211\u003c\/p\u003e \u003cp\u003e4.7 Project Quality Gates— Structured Approach to Ensure Project Success 214\u003c\/p\u003e \u003cp\u003e4.8 Técnicas Reunidas 219\u003c\/p\u003e \u003cp\u003e4.9 Sony Corporation and Earned Value Management 225\u003c\/p\u003e \u003cp\u003eFurther Reading 229\u003c\/p\u003e \u003cp\u003e4.10 Project Management Tools and Socialized Project Management 229\u003c\/p\u003e \u003cp\u003e4.11 Artificial Intelligence and Project Management 230\u003c\/p\u003e \u003cp\u003e4.12 Life- Cycle Phases 232\u003c\/p\u003e \u003cp\u003e4.13 Expanding Life- Cycle Phases 233\u003c\/p\u003e \u003cp\u003e4.14 Churchill Downs Incorporated 234\u003c\/p\u003e \u003cp\u003e4.15 Indra: The Need for a Methodology 235\u003c\/p\u003e \u003cp\u003e4.16 Implementing the Methodology 237\u003c\/p\u003e \u003cp\u003e4.17 Implementation Blunders 238\u003c\/p\u003e \u003cp\u003e4.18 Overcoming Development and Implementation Barriers 238\u003c\/p\u003e \u003cp\u003e4.19 Wärtsilä: Recognizing the Need for Supporting Tools 239\u003c\/p\u003e \u003cp\u003e4.20 General Motors Powertrain Group 240\u003c\/p\u003e \u003cp\u003e4.21 Indra: Closing the Project 242\u003c\/p\u003e \u003cp\u003e4.22 When Traditional Methodologies May Not Work 244\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Integrated Processes 249\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.0 Introduction 249\u003c\/p\u003e \u003cp\u003e5.1 Understanding Integrated Management Processes 250\u003c\/p\u003e \u003cp\u003e5.2 Evolution of Complementary Project Management Processes 251\u003c\/p\u003e \u003cp\u003e5.3 Total Quality Management 255\u003c\/p\u003e \u003cp\u003e5.4 Concurrent Engineering 260\u003c\/p\u003e \u003cp\u003e5.5 Risk Management 261\u003c\/p\u003e \u003cp\u003e5.6 Wärtsilä: The Need for Proactive Risk Management 264\u003c\/p\u003e \u003cp\u003e5.7 Indra: When a Risk Becomes Reality (Issue Management) 266\u003c\/p\u003e \u003cp\u003e5.8 The Failure of Risk Management 269\u003c\/p\u003e \u003cp\u003e5.9 Defining Maturity Using Risk Management 270\u003c\/p\u003e \u003cp\u003e5.10 Boeing Aircraft Company 271\u003c\/p\u003e \u003cp\u003e5.11 Change Management 271\u003c\/p\u003e \u003cp\u003e5.12 Other Management Processes 272\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Culture 275\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.0 Introduction 275\u003c\/p\u003e \u003cp\u003e6.1 Creation of a Corporate Culture 276\u003c\/p\u003e \u003cp\u003e6.2 Corporate Values 278\u003c\/p\u003e \u003cp\u003e6.3 Types of Cultures 279\u003c\/p\u003e \u003cp\u003e6.4 Corporate Cultures at Work 281\u003c\/p\u003e \u003cp\u003e6.5 GEA and Heineken Collaboration: A Learning Experience 284\u003c\/p\u003e \u003cp\u003e6.6 Indra: Building a Cohesive Culture 294\u003c\/p\u003e \u003cp\u003e6.7 Barriers to Implementing Project Management in Emerging Markets 298\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Management Support 307\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.0 Introduction 307\u003c\/p\u003e \u003cp\u003e7.1 Visible Support from Senior Managers 307\u003c\/p\u003e \u003cp\u003e7.2 Project Sponsorship 308\u003c\/p\u003e \u003cp\u003e7.3 Excellence in Project Sponsorship 313\u003c\/p\u003e \u003cp\u003e7.4 When Sponsorship Fails 313\u003c\/p\u003e \u003cp\u003eReferences 320\u003c\/p\u003e \u003cp\u003e7.5 The Need for a Project Cancellation Criteria 320\u003c\/p\u003e \u003cp\u003e7.6 Project Governance 321\u003c\/p\u003e \u003cp\u003e7.7 Tokio Marine: Excellence in Project Governance 324\u003c\/p\u003e \u003cp\u003e7.8 Empowerment of Project Managers 330\u003c\/p\u003e \u003cp\u003e7.9 Management Support at Work 331\u003c\/p\u003e \u003cp\u003e7.10 Getting Line Management Support 334\u003c\/p\u003e \u003cp\u003e7.11 Initiation Champions and Exit Champions 334\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Training and Education 339\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.0 Introduction 339\u003c\/p\u003e \u003cp\u003e8.1 Training for Modern Project Management 339\u003c\/p\u003e \u003cp\u003e8.2 Need for Business Education 341\u003c\/p\u003e \u003cp\u003e8.3 SAP: Importance of a Project Management Career Path 342\u003c\/p\u003e \u003cp\u003e8.4 International Institute for Learning 343\u003c\/p\u003e \u003cp\u003e8.5 Identifying the Need for Training 348\u003c\/p\u003e \u003cp\u003e8.6 Selecting Participants 349\u003c\/p\u003e \u003cp\u003e8.7 Fundamentals of Project Management Education 349\u003c\/p\u003e \u003cp\u003e8.8 Some Changes in Project Management Education 350\u003c\/p\u003e \u003cp\u003e8.9 Designing Courses and Conducting Training 352\u003c\/p\u003e \u003cp\u003e8.10 Measuring the Return on Investment in Education 354\u003c\/p\u003e \u003cp\u003e8.11 Project Management is Now a Profession 356\u003c\/p\u003e \u003cp\u003e8.12 Competency Models 357\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Informal Project Management 359\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.0 Introduction 359\u003c\/p\u003e \u003cp\u003e9.1 Informal Versus Formal Project Management 359\u003c\/p\u003e \u003cp\u003e9.2 Trust 362\u003c\/p\u003e \u003cp\u003e9.3 Communication 363\u003c\/p\u003e \u003cp\u003e9.4 Cooperation 366\u003c\/p\u003e \u003cp\u003e9.5 Teamwork 366\u003c\/p\u003e \u003cp\u003e9.6 Color- Coded Status Reporting 367\u003c\/p\u003e \u003cp\u003e9.7 Crisis Dashboards 368\u003c\/p\u003e \u003cp\u003e9.8 The Risks of Using Informal Project Management 370\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Behavioral Excellence 373\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.0 Introduction 373\u003c\/p\u003e \u003cp\u003e10.1 Situational Leadership 373\u003c\/p\u003e \u003cp\u003e10.2 Cultural Intelligence 376\u003c\/p\u003e \u003cp\u003e10.3 Emotional Intelligence 377\u003c\/p\u003e \u003cp\u003e10.4 Conflict Resolution 378\u003c\/p\u003e \u003cp\u003e10.5 Staffing for Excellence 381\u003c\/p\u003e \u003cp\u003e10.6 Virtual Project Teams 382\u003c\/p\u003e \u003cp\u003e10.7 Rewarding Project Teams 384\u003c\/p\u003e \u003cp\u003e10.8 Keys to Behavioral Excellence 387\u003c\/p\u003e \u003cp\u003e10.9 Proactive Versus Reactive Management 391\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Measuring Return on Investment on Project Management Training Dollars 397\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.0 Introduction 397\u003c\/p\u003e \u003cp\u003e11.1 Project Management Benefits 398\u003c\/p\u003e \u003cp\u003e11.2 Growth of ROI Modeling 399\u003c\/p\u003e \u003cp\u003e11.3 The ROI Model 400\u003c\/p\u003e \u003cp\u003e11.4 Planning Life- Cycle Phase 401\u003c\/p\u003e \u003cp\u003e11.5 Data Collection Life- Cycle Phase 402\u003c\/p\u003e \u003cp\u003e11.6 Data Analysis Life- Cycle Phase 405\u003c\/p\u003e \u003cp\u003e11.7 Reporting Life- Cycle Phase 409\u003c\/p\u003e \u003cp\u003e11.8 Education and ROI Challenges 410\u003c\/p\u003e \u003cp\u003e11.9 Conclusions 411\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 The Project Management Office 413\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.0 Introduction 413\u003c\/p\u003e \u003cp\u003e12.1 Boeing 415\u003c\/p\u003e \u003cp\u003e12.2 KAUST IT PMO: Building Capabilities 417\u003c\/p\u003e \u003cp\u003e12.3 Philips Hospital Patient (HPM) Services and Solution Deliverability 420\u003c\/p\u003e \u003cp\u003e12.4 Churchill Downs Incorporated: Establishing a PMO 433\u003c\/p\u003e \u003cp\u003e12.5 Churchill Downs Incorporated: Managing Scope Changes 435\u003c\/p\u003e \u003cp\u003e12.6 Project Management Office - Blitzscaling at Nanoform 439\u003c\/p\u003e \u003cp\u003eAcknowledgments 450\u003c\/p\u003e \u003cp\u003eFurther Reading 450\u003c\/p\u003e \u003cp\u003e12.7 Types of Project Offices 451\u003c\/p\u003e \u003cp\u003e12.8 Project Audits and the PMO 452\u003c\/p\u003e \u003cp\u003e12.9 PMO of the Year Award 453\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Six Sigma And The Project Management Office 455\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.0 Introduction 455\u003c\/p\u003e \u003cp\u003e13.1 Project Management— Six Sigma Relationship 455\u003c\/p\u003e \u003cp\u003e13.2 Involving the PMO 456\u003c\/p\u003e \u003cp\u003e13.3 Traditional Versus Nontraditional Six Sigma 457\u003c\/p\u003e \u003cp\u003e13.4 Understanding Six Sigma 459\u003c\/p\u003e \u003cp\u003e13.5 Six Sigma Myths 462\u003c\/p\u003e \u003cp\u003e13.6 Use of Assessments 464\u003c\/p\u003e \u003cp\u003e13.7 Project Selection 467\u003c\/p\u003e \u003cp\u003e13.8 Typical PMO Six Sigma Projects 469\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Project Portfolio Management 471\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.0 Introduction 471\u003c\/p\u003e \u003cp\u003e14.1 Involvement of Senior Management, Stakeholders, and the PMO 472\u003c\/p\u003e \u003cp\u003e14.2 Project Selection Obstacles 477\u003c\/p\u003e \u003cp\u003e14.3 Role of the Project Manager in Project Selection 477\u003c\/p\u003e \u003cp\u003eReferences 483\u003c\/p\u003e \u003cp\u003e14.4 Identification of Projects 484\u003c\/p\u003e \u003cp\u003e14.5 Preliminary Evaluation 488\u003c\/p\u003e \u003cp\u003e14.6 Strategic Selection of Projects 489\u003c\/p\u003e \u003cp\u003e14.7 Strategic Timing 492\u003c\/p\u003e \u003cp\u003e14.8 Analyzing the Portfolio 493\u003c\/p\u003e \u003cp\u003e14.9 Problems with Meeting Expectations 495\u003c\/p\u003e \u003cp\u003e14.10 Misalignment Issues 497\u003c\/p\u003e \u003cp\u003eReferences 502\u003c\/p\u003e \u003cp\u003e14.11 Post- Failure Success Analysis 502\u003c\/p\u003e \u003cp\u003e14.12 Conclusion 507\u003c\/p\u003e \u003cp\u003eReferences 507\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Global Project Management Excellence 509\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.0 Introduction 509\u003c\/p\u003e \u003cp\u003e15.1 IBM 510\u003c\/p\u003e \u003cp\u003e15.2 Deloitte: Enterprise Program Management 529\u003c\/p\u003e \u003cp\u003e15.3 COMAU 551\u003c\/p\u003e \u003cp\u003e15.4 IPLM: Enabling Excellence in a Digitally Transformed Future of Work 559\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Value- Driven Project Management 567\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e16.0 Introduction 567\u003c\/p\u003e \u003cp\u003e16.1 Value Over the Years 568\u003c\/p\u003e \u003cp\u003e16.2 Values and Leadership 570\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Effects of Mergers and Acquisitions on Project Management 587\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e17.0 Introduction 587\u003c\/p\u003e \u003cp\u003e17.1 Planning for Growth 587\u003c\/p\u003e \u003cp\u003e17.2 Project Management Value- Added Chain 588\u003c\/p\u003e \u003cp\u003e17.3 Preacquisition Decision Making 591\u003c\/p\u003e \u003cp\u003e17.4 Landlords and Tenants 596\u003c\/p\u003e \u003cp\u003e17.5 Some Best Practices When Companies Work Together 597\u003c\/p\u003e \u003cp\u003e17.6 Integration Results 598\u003c\/p\u003e \u003cp\u003e17.7 Value Chain Strategies 600\u003c\/p\u003e \u003cp\u003e17.8 Failure and Restructuring 602\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 Agile and Scrum 605\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e18.0 Introduction 605\u003c\/p\u003e \u003cp\u003e18.1 Introduction to Agile Delivery 607\u003c\/p\u003e \u003cp\u003e18.2 Introduction to Scrum 622\u003c\/p\u003e \u003cp\u003e18.3 Deloitte and Enterprise Value Delivery for Agile Method 638\u003c\/p\u003e \u003cp\u003e18.4 Best Practices in Project Management Based on the Agile Operating Model Implementation by Deloitte 644\u003c\/p\u003e \u003cp\u003e18.5 The Risk of Metric Mania 653\u003c\/p\u003e \u003cp\u003e18.6 Conclusions and Recommendations 656\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 Benefits Realization and Value Management 659\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e19.0 Introduction 659\u003c\/p\u003e \u003cp\u003e19.1 Understanding the Terminology 659\u003c\/p\u003e \u003cp\u003e19.2 Redefining Project Success 662\u003c\/p\u003e \u003cp\u003e19.3 Value- Drive Project Management 664\u003c\/p\u003e \u003cp\u003e19.4 Benefits Harvesting 665\u003c\/p\u003e \u003cp\u003e19.5 The Business Case 666\u003c\/p\u003e \u003cp\u003e19.6 Timing for Measuring Benefits and Value 668\u003c\/p\u003e \u003cp\u003e19.7 Investment Life- Cycle Phases 668\u003c\/p\u003e \u003cp\u003e19.8 Categories of Benefits and Value 673\u003c\/p\u003e \u003cp\u003e19.9 Converting Benefits to Value 676\u003c\/p\u003e \u003cp\u003e19.10 Go- Live Project Management 676\u003c\/p\u003e \u003cp\u003e19.11 Portfolio Benefits and Value 677\u003c\/p\u003e \u003cp\u003e19.12 Alignment to Strategic Objectives 678\u003c\/p\u003e \u003cp\u003e19.13 Causes of Complete or Partial BRM Failure 681\u003c\/p\u003e \u003cp\u003e19.14 Conclusion 681\u003c\/p\u003e \u003cp\u003eIndex 683 \u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407597871447,"sku":"9781394179206","price":76.5,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781394179206.jpg?v=1730499886","url":"https:\/\/bookcurl.com\/products\/project-management-best-practices-9781394179206","provider":"Book Curl","version":"1.0","type":"link"}