Managing Complex Projects E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: The IIL/Wiley Series in Project Management
• Sprache: Englisch

Seitenzahl: 255

Veröffentlichungsjahr: 2010

Beschreibung

The application of project management techniques is considered standard practice in today's business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.

Managing Complex Projects delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including:

• Dealing with multiple virtual teams located around the world
• Working with partners and stakeholders that may have limited project management tools and experience
• Adjusting to long-term projects in which the stakeholders may change
• Managing projects where stated goals and objectives differ among stakeholders

This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining "hard" skills, such as risk management and scheduling, with "soft" skills that focus on interpersonal communication. Managing Complex Projects serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.

Leseprobe

Table of Contents

Title Page

Copyright Page

PREFACE

Acknowledgments

INTERNATIONAL INSTITUTE FOR LEARNING INC (IIL)

Chapter 1 - PROJECT MANAGEMENT FRAMEWORK

PROJECT CHARACTERISTICS

THE COMPLEXITY OF DEFINING COMPLEXITY

COMPONENTS OF COMPLEX PROJECTS

THE TRIPLE CONSTRAINT

SECONDARY SUCCESS FACTORS

OTHER SUCCESS FACTORS

THE MODIFIED TRIPLE CONSTRAINT

PRIORITIZATION OF CONSTRAINTS

TYPES OF PROJECT RESOURCES

SKILL SET

THREE CRITICAL REQUIREMENTS

PROBLEM IDENTIFICATION AND SOLUTION

THE “TRADITIONAL” PROJECT

THE “NONTRADITIONAL” (COMPLEX) PROJECT

WHY TRADITIONAL PROJECT MANAGEMENT MUST CHANGE

TRADITIONAL VERSUS COMPLEX PROJECTS

THE NEED FOR “VALUE” AS A DRIVER

THE BENEFITS OF “VALUE” AS A DRIVER

ELEMENTS OF COMPLEXITY

TYPES OF VIRTUAL TEAMS

VIRTUAL TEAM COMPETENCIES

VIRTUAL TEAM MYTHS

CUSTOMER RFP REQUIREMENTS

THE NEED FOR BUSINESS SOLUTION PARTNERS

“ENGAGEMENT” EXPECTATIONS

BEFORE AND AFTER ENGAGEMENT PROJECT MANAGEMENT

PERCENTAGE OF PROJECTS USING PROJECT MANAGEMENT

POSSIBLE COMPLEX PROJECT OUTCOMES

LONG-TERM GLOBALIZATION PROJECT MANAGEMENT STRATEGY

GLOBAL VERSUS NONGLOBAL COMPANIES

QUANTITY OF TOOLS

PROJECT MANAGEMENT SOFTWARE

AREAS OF BEST PRACTICES

THE COLLECTIVE BELIEF

Chapter 2 - INTEGRATION MANAGEMENT

CHANGES IN FOCUS

PROJECT SPONSORSHIP (1 OF 2)

PROJECT SPONSORSHIP (2 OF 2)

PROJECT ACCOUNTABILITY

EPM METHODOLOGIES

ENTERPRISE ENVIRONMENTAL FACTORS

ORGANIZATIONAL PROCESS ASSETS

WEAKNESSES IN LEADERSHIP SKILLS

PROJECT’S BUSINESS CASE

PROJECT GOVERNANCE

PROJECT’S ASSUMPTIONS

ALIGNMENT OF GOALS

EXPERT JUDGMENT

PROJECT CHARTER

PROJECT DECISION MAKING

GO AND NO-GO DECISION POINTS

PROJECT REPLANNING

OPTIMISM

POOR PROJECT PERFORMANCE

PROJECT JUSTIFICATION

PROJECT PLAN OWNERSHIP

THE PROJECT PLAN: SUMMARY LEVELS

PROJECT MANAGEMENT PLAN

PROJECT APPROVALS

PROJECT’S CONSTRAINTS

IDENTIFICATION OF DELIVERABLES

CHANGE MANAGEMENT

CHANGE CONTROL MEETINGS

CONDUCTING MEETINGS

PARTNERSHIPS AND ALLIANCES

ABILITY TO CHANGE

Chapter 3 - SCOPE MANAGEMENT

PROJECT BOUNDARIES

STAKEHOLDER IDENTIFICATION

REQUIREMENTS COLLECTION

CHANGING PRODUCT REQUIREMENTS

THE PROJECT PLAN: WORK PACKAGE LEVELS

PROJECT’S DELIVERABLES

WORK PERFORMANCE INFORMATION

VERIFY SCOPE

CONTROL SCOPE

Chapter 4 - TIME MANAGEMENT

PROJECT DEPENDENCIES

TEMPLATES

ACTIVITY LIST

PROJECT SCHEDULE

PURPOSE OF SCHEDULE

TYPES OF SCHEDULES

PUBLISHED ESTIMATING DATA

PROJECT MANAGEMENT SOFTWARE

TOP-DOWN VERSUS BOTTOM-UP ESTIMATING

THREE-POINT ESTIMATES

DURATION VERSUS EFFORT

“WHAT-IF” SCENARIOS

SCHEDULE COMPRESSION TECHNIQUES

Chapter 5 - COST MANAGEMENT

THE BASIS FOR PROJECT FUNDING

PROJECT FUNDING

MULTIPLE FUNDING SOURCES

MANAGEMENT RESERVES

COST-ESTIMATING TECHNIQUES

USE OF EARNED VALUE MEASUREMENT

FORECAST REPORTS

Chapter 6 - HUMAN RESOURCES MANAGEMENT

FERVENT BELIEF

CONFLICTS OVER OBJECTIVES

SHIFTING LEADERSHIP

WAGE AND SALARY INCONSISTENCIES

HIGH STAKES

CULTURE

MULTIPLE CULTURES

MULTICULTURAL TEAMS

SHIFTING OF KEY PERSONNEL

QUANTITY OF RESOURCES

QUALITY OF THE RESOURCES

AVAILABILITY OF RESOURCES

CONTROL OF THE RESOURCES

WORKER RETENTION

Chapter 7 - PROCUREMENT MANAGEMENT

MATERIAL/SERVICE REQUIREMENTS

BOT/ROT CONTRACTS

CONTROL OF VENDORS

REGULATIONS GOVERNING VENDOR SELECTION

IMPACT OF STAKEHOLDERS

ADVERSARIAL PROCUREMENT POSITIONS

MULTIPLE CONTRACT TYPES

Chapter 8 - QUALITY MANAGEMENT

“SATISFICING” ZONES

DIFFERENT LIFE CYCLES

TECHNOLOGY

COST-BENEFIT ANALYSIS

NEW QUALITY BOUNDARIES

Chapter 9 - RISK MANAGEMENT

COMPLEXITY, UNCERTAINTY, AND RISK

RISK MANAGEMENT

IDENTIFY RISKS

UNEQUAL CONTINGENCY PLANNING

RISK ANALYSIS

MULTIPLE OPTIONS ANALYSIS

RISK PRIORITIZATION

DETERMINING RISK RESPONSE STRATEGIES

MONITORING AND CONTROLLING RISK

TECHNICAL RISKS

MANAGEMENT RESERVE

Chapter 10 - COMMUNICATIONS MANAGEMENT

STAKEHOLDERS

STAKEHOLDER COMMITMENT

GETTING STAKEHOLDER AGREEMENTS

STAKEHOLDER ISSUES AND CHALLENGES

MAKING BAD ASSUMPTIONS

ANOTHER BAD ASSUMPTION

VALUE CREATION

STAKEHOLDER MANAGEMENT RESPONSIBILITY

CHANGING VIEWS IN STAKEHOLDER MANAGEMENT

LIFE-CYCLE STAKEHOLDER MANAGEMENT

STAKEHOLDER MANAGEMENT—MACRO LEVEL

STAKEHOLDER MANAGEMENT VERSUS CUSTOMER LOYALTY

STAKEHOLDER MANAGEMENT—MICRO LEVEL

STAKEHOLDER IDENTIFICATION

CLASSIFICATION OF STAKEHOLDERS

TIERED STAKEHOLDER IDENTIFICATION

MANAGING STAKEHOLDER EXPECTATIONS

MANAGING STAKEHOLDER EXPECTATIONS: THE DESIGN OF HEALTH CARE PRODUCTS

PERFORM STAKEHOLDER ANALYSIS

STAKEHOLDER MAPPING

KEY STAKEHOLDERS

UNIMPORTANT STAKEHOLDERS

PERFORM STAKEHOLDER ENGAGEMENTS

DEFINING KEY PERFORMANCE INDICATORS (KPIs)

PRIORITIZING STAKEHOLDERS’ NEEDS

STAKEHOLDER INFORMATION FLOW

VIRTUAL TEAMS

MEASURING KPIs

REPORTING KPI DATA

SUMMARIZED KPI MILESTONES

STAKEHOLDER COMMUNICATIONS

PROJECT REVIEW MEETINGS

STAKEHOLDER SCOPE CHANGE REQUESTS

LINEAR THINKING

ENFORCING STAKEHOLDER AGREEMENTS

STAKEHOLDER DEBRIEFING SESSIONS

SATISFACTION MANAGEMENT SURVEY FACTORS

COMPLEX PROJECT MANAGEMENT SKILLS

THREE CRITICAL FACTORS FOR SUCCESSFUL STAKEHOLDER MANAGEMENT

SUCCESSFUL STAKEHOLDER MANAGEMENT

FAILURES IN STAKEHOLDER MANAGEMENT

FINAL THOUGHTS

INDEX

This book is printed on acid-free paper.

Copyright © 2010 by International Institute for Learning, Inc., New York. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada

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ISBN: 978-0-470-60034-9; ISBN 978-0-470-92798-4 (ebk); ISBN 978-0-470-92799-1 (ebk); ISBN 978-0-470-92800-4 (ebk)

PREFACE

For more than 50 years, project management has been in use but perhaps not on a worldwide basis. What differentiated companies early on was whether they used project management, not how well they used it. Today, almost every company uses project management, and the differentiation among companies is whether they are simply good at project management or whether they truly excel at project management. The difference between using project management and being good at project management is relatively small, and most companies can become good at project management in a relatively short time period, especially if they have executive-level support. But the difference between being good and excelling at project management is quite large.