Project Management 2.0 - Harold Kerzner - E-Book

Project Management 2.0 E-Book

Harold Kerzner

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PROJECT MANAGEMENT 2.0 MASTER PROJECT MANAGEMENT FOR A VIRTUAL WORLD In this full color guide, Project Management expert Harold Kerzner provides much needed guidance on today's changing project management mechanics, especially the growing importance of value metrics and key performance indicators. In Project Management 2.0, Kerzner explains how PM 2.0 offers better outcomes with a focus on new tools, better governance, and improved collaboration. Kerzner also compares various methodologies and examines how PM 2.0 facilitates problem solving and decision making. You'll find essential background on PM 2.0, as well as a detailed examination of web-based project management tools and how to use them. * Improve project governance and collaboration with stakeholders * Achieve more meaningful information reporting with KPIs, metrics, and dashboards * Discover easier ways for teams to work together from different locations * Gain an understanding of the project manager's role in strategic planning and portfolio management * Implement problem-solving and decision-making processes * Understand how to implement effective methodologies Project Management 2.0 explains PM 2.0 tools and techniques that managers, project team members, engineers, and consultants can start using now for improved project outcomes.

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Table of Contents

Title Page

Copyright

DEDICATION

PREFACE

ACKNOWLEDGMENTS

FOREWORD

WHY THIS STORY MAKES SENSE

THROUGH THE LOOKING GLASS AT A CHAOTIC FUTURE

IS IT HALF EMPTY OR HALF FULL OR JUST PLAIN COMPLICATED?

SO WHAT DOES ALL THIS MEAN TO YOU?

CHAPTER 1: PROJECT MANAGEMENT 2.0

1.0 INTRODUCTION: CHANGING TIMES

1.1 CHARACTERISTICS OF PM 1.0

1.2 OTHER CRITICAL ISSUES WITH PM 1.0

1.3 PROJECT MANAGEMENT 2.0

1.4 CRITICISM OF PM 2.0

1.5 PROJECT MANAGEMENT 2.0: TECHNOLOGICAL BLESSING OR CURSE?

1.6 POLICING PM 2.0

1.7 WORKING WITH STAKEHOLDERS IN PM 2.0

1.8 FINDING THE INFORMATION

1.9 PERCENT COMPLETE DILEMMA

1.10 INFORMATION OVERLOAD

1.11 CUSTOMER SATISFACTION HEADACHE

1.12 DETERMINING PROJECT HEALTH

1.13 DASHBOARD RULES FOR DISPLAYING DATA

1.14 REDUCTION IN COST OF PAPERWORK

1.15 REDUCTION IN EXECUTIVE MEDDLING

1.16 PROJECT MANAGEMENT SKILLS

1.17 CONTINGENCY PLANNING

DISCUSSION QUESTIONS

CHAPTER 2: A PEEK INTO THE FUTURE OF PROJECT MANAGEMENT

2.0 CHANGING TIMES

2.1 IMPACT OF RECESSIONS

2.2 EXECUTIVE VIEW OF PROJECT MANAGEMENT

2.3 ENGAGEMENT PROJECT MANAGEMENT

2.4 GROWTH OF MORE COMPLEX PROJECTS

2.5 NEED FOR ADDITIONAL METRICS

2.6 NEW DEVELOPMENTS IN PROJECT MANAGEMENT

2.7 PROJECT MANAGER'S TOOL BOX

2.8 NEED FOR CONTINUOUS IMPROVEMENT

2.9 CONCLUSIONS

DISCUSSION QUESTIONS

CHAPTER 3: UNDERSTANDING SUCCESS AND FAILURE

3.0 INTRODUCTION

3.1 PROJECT MANAGEMENT—EARLY YEARS: 1945–1960

3.2 PROJECT MANAGEMENT BEGINS TO GROW: 1970–1985

3.3 GROWTH IN COMPETING CONSTRAINTS

3.4 RULE OF INVERSION

3.5 GROWTH IN MEASUREMENT TECHNIQUES

3.6 TRADE-OFFS

3.7 PUTTING TOGETHER COMPONENTS OF SUCCESS

3.8 NEW DEFINITION OF SUCCESS

3.9 UNDERSTANDING PROJECT FAILURE

3.10 CAUSES OF PROJECT FAILURE

DISCUSSION QUESTIONS

CHAPTER 4: VALUE-DRIVEN PROJECT MANAGEMENT

4.0 INTRODUCTION

4.1 UNDERSTANDING TODAY'S VIEW OF VALUE

4.2 VALUE MODELING

4.3 VALUE AND LEADERSHIP CHANGES FOR PM 2.0

4.4 VALUE-BASED TRADE-OFFS

4.5 NEED FOR VALUE METRICS

4.6 CREATING A VALUE METRIC

4.7 DISPLAYING VALUE METRICS IN A DASHBOARD

4.8 SELECTING VALUE ATTRIBUTES

4.9 ADDITIONAL COMPLEXITIES WITH VALUE METRICS

DISCUSSION QUESTIONS

CHAPTER 5: GROWING IMPORTANCE OF METRICS WITH PM 2.0

5.0 INTRODUCTION

5.1 ENTERPRISE RESOURCE PLANNING

5.2 NEED FOR BETTER PROJECT METRICS

5.3 CAUSES FOR LACK OF SUPPORT FOR METRICS MANAGEMENT

5.4 CHARACTERISTICS OF A METRIC

5.5 METRICS SELECTION

5.6 KEY PERFORMANCE INDICATORS

5.7 DASHBOARDS AND SCORECARDS

5.8 BUSINESS INTELLIGENCE

5.9 GROWTH IN DASHBOARD INFORMATION SYSTEMS

5.10 SELECTING AN INFOGRAPHICS DESIGNER

5.11 PROJECT HEALTH CHECK METRICS

5.12 MAINTAINING PROJECT'S DIRECTION

5.13 METRICS AND VIRTUAL TEAMS

5.14 METRIC MANIA

5.15 METRIC TRAINING SESSIONS

5.16 METRIC OWNERS

5.17 ANSWERING METRIC QUESTIONS

DISCUSSION QUESTIONS

CHAPTER 6: PROJECT MANAGEMENT METHODOLOGIES: 1.0 VERSUS 2.0

6.0 INTRODUCTION

6.1 PM 2.0 DEFINITION OF PROJECT MANAGEMENT EXCELLENCE

6.2 NEED FOR A METHODOLOGY

6.3 NEED FOR AN ENTERPRISEWIDE METHODOLOGY

6.4 BENEFITS OF A STANDARDIZED METHODOLOGY

6.5 CRITICAL COMPONENTS

6.6 FROM METHODOLOGIES TO FRAMEWORK

6.7 LIFE-CYCLE PHASES

6.8 DRIVERS FOR PM 2.0 CLIENT-CENTERED FLEXIBILITY

6.9 UNDERSTANDING MOVING TARGETS

6.10 NEED FOR CLIENT-SPECIFIC METRICS

6.11 BUSINESS CASE DEVELOPMENT

6.12 VALIDATING ASSUMPTIONS

6.13 DESIGN FREEZES

6.14 CUSTOMER APPROVALS

6.15 AGILE PROJECT MANAGEMENT METHODOLOGY

6.16 IMPLEMENTING METHODOLOGY

6.17 IMPLEMENTATION BLUNDERS

6.18 OVERCOMING DEVELOPMENT AND IMPLEMENTATION BARRIERS

6.19 USING CRISIS DASHBOARDS WITH METHODOLOGIES

6.20 SHUTTING DOWN THE PROJECT

DISCUSSION QUESTIONS

CHAPTER 7: PROJECT GOVERNANCE

7.0 INTRODUCTION

7.1 NEED FOR GOVERNANCE

7.2 DEFINING PROJECT GOVERNANCE

7.3 PROJECT VERSUS CORPORATE GOVERNANCE

7.4 ROLES, RESPONSIBILITIES, AND DECISION-MAKING AUTHORITY

7.5 GOVERNANCE FRAMEWORKS

7.6 THREE PILLARS OF PROJECT GOVERNANCE

7.7 MISINTERPRETATION OF INFORMATION

7.8 FILTERING THE INFORMATION

7.9 UNDERSTANDING POLITICS IN PROJECT ENVIRONMENT

7.10 MANAGING GLOBAL STAKEHOLDER RELATIONS

7.11 FAILURE OF PROJECT GOVERNANCE

7.12 SAVING DISTRESSED PROJECTS

DISCUSSION QUESTIONS

CHAPTER 8: ROLE OF PROJECT MANAGER IN STRATEGIC PLANNING AND PORTFOLIO MANAGEMENT

8.0 INTRODUCTION

8.1 WHY STRATEGIC PLANS OFTEN FAIL

8.2 PROJECT MANAGEMENT: EXECUTIVE PERSPECTIVE

8.3 STRATEGIC PLANNING: PROJECT MANAGEMENT PERSPECTIVE

8.4 GENERIC STRATEGIC PLANNING

8.5 BENEFITS OF PROJECT MANAGEMENT

8.6 DISPELLING MYTHS

8.7 WAYS THAT PROJECT MANAGEMENT HELPS STRATEGIC PLANNING

8.8 TRANSFORMATIONAL PROJECT MANAGEMENT LEADERSHIP

8.9 PROJECT MANAGER'S ROLE IN PORTFOLIO MANAGEMENT

8.10 VALUE MANAGEMENT AND BENEFITS REALIZATION

8.11 BENEFITS REALIZATION METRICS

8.12 PORTFOLIO MANAGEMENT GOVERNANCE

DISCUSSION QUESTIONS

CHAPTER 9: R&D PROJECT MANAGEMENT

9.0 INTRODUCTION

9.1 ROLE OF R&D IN STRATEGIC PLANNING

9.2 PRODUCT PORTFOLIO ANALYSIS

9.3 MARKETING INVOLVEMENT WITH R&D PROJECT MANAGERS

9.4 PRODUCT LIFE CYCLES

9.5 R&D PROJECT PLANNING ACCORDING TO MARKET SHARE

9.6 CLASSIFICATION OF R&D PROJECTS

9.7 RESEARCH VERSUS DEVELOPMENT

9.8 R&D RATIO

9.9 OFFENSIVE-VERSUS-DEFENSIVE R&D

9.10 MODELING R&D PLANNING FUNCTION

9.11 PRIORITY SETTING

9.12 CONTRACT R&D

9.13 NONDISCLOSURE AGREEMENTS, SECRECY AGREEMENTS, AND CONFIDENTIALITY AGREEMENTS

9.14 GOVERNMENT INFLUENCE

9.15 SOURCES OF IDEAS

9.16 ECONOMIC EVALUATION OF PROJECTS

9.17 R&D PROJECT READJUSTMENTS

9.18 PROJECT TERMINATION

9.19 TRACKING R&D PERFORMANCE

DISCUSSION QUESTIONS

CHAPTER 10: PROBLEM SOLVING AND DECISION MAKING1

10.0 INTRODUCTION

10.1 UNDERSTANDING CONCEPTS

10.2 PROJECT ENVIRONMENT: ITS IMPACT ON PROBLEM SOLVING AND DECISION MAKING

10.3 CONCEPTUAL PROBLEM-SOLVING AND DECISION-MAKING PROCESS

10.4 IDENTIFYING AND UNDERSTANDING A PROBLEM

10.5 GATHERING PROBLEM-RELATED DATA

10.6 ANALYZING DATA

10.7 DEVELOPING ALTERNATIVE SOLUTIONS

10.8 PROBLEM-SOLVING TOOLS AND TECHNIQUES

10.9 CREATIVITY AND INNOVATION

10.10 DECISION MAKING: SELECTING BEST SOLUTION

10.11 DECISION MAKING: TOOLS AND METHODS

10.12 EVALUATING DECISION AND TAKING CORRECTIVE ACTION

DISCUSSION QUESTIONS

CHAPTER 11: NEED FOR PROJECT MANAGEMENT

11.0 BACKGROUND TO PROJECT MANAGEMENT MATURITY MODELS

11.1 SOME BENEFITS OF USING A MATURITY MODEL

11.2 DETERMINING AMOUNT OF MATURITY NEEDED

11.3 GETTING STARTED

11.4 THINGS CAN GO WRONG

11.5 CHOOSING RIGHT MATURITY MODEL

11.6 ESTIMATING TIME TO REACH MATURITY

11.7 STRATEGIC PLANNING FOR PROJECT MANAGEMENT MATURITY

11.8 PROJECT MANAGEMENT MATURITY MODEL

11.9 PM 2.0 INPUT INTO PMMM

DISCUSSION QUESTIONS

CHAPTER 12: USING THE PMO TO SPEARHEAD PM 2.0

12.0 INTRODUCTION

12.1 TRADITIONAL PROJECT OFFICE

12.2 TRADITIONAL PMO

12.3 IMPLEMENTATION RISKS

12.4 SPECIALIZED PMO

12.5 STRATEGIC PMO

12.6 NETWORKING PMOS

12.7 TRUST OF PROJECT GOVERNANCE

12.8 WAYS A PMO CAN FAIL

DISCUSSION QUESTIONS

INDEX

End User License Agreement

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Guide

Cover

Table of Contents

Preface

Foreword

Begin Reading

List of Illustrations

Figure 2.1

Figure 3.1

Figure 3.2

Figure 3.3

Figure 3.4

Figure 4.1

Figure 4.2

Figure 4.3

Figure 4.4

Figure 4.5

Figure 4.6

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Figure 9.15

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Figure 11.1

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Figure 11.3

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Figure 11.5

Figure 11.6

Figure 11.7

List of Tables

Table 1.1

Table 2.1

Table 2.2

Table 2.3

Table 2.4

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Table 3.2

Table 4.1

Table 4.2

Table 4.3

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Table 4.6

Table 4.7

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Table 4.11

Table 5.1

Table 5.2

Table 5.3

Table 5.4

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Table 6.2

Table 6.3

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Table 7.2

Table 7.3

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Table 8.2

Table 8.3

Table 8.4

Table 8.5

Table 8.6

Table 8.7

Table 8.8

Table 9.1

Table 10.1

Table 11.1

Table 12.1

PROJECT MANAGEMENT 2.0

LEVERAGING TOOLS,DISTRIBUTED COLLABORATION,AND METRICS FOR PROJECT SUCCESS

 

Harold Kerzner

 

 

Cover images: Gold Guy Workgroup © Fotolia/Scott Maxwell; Brushed Metal Plate © istock.com/ZeffsCover design: C. Wallace

This book is printed on acid-free paper.

Copyright © 2015 by International Institute for Learning, Inc., New York, New York. All rights reserved.

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

Published simultaneously in Canada

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.

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Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

ISBN 978-1-118-99125-1 (pbk); ISBN 978-1-118-99128-2 (epdf); ISBN 978-1-119-00028-0 (epub); ISBN 978-1-119-02004-2 (WOL)

DEDICATION

To my wife, Jo Ellyn, for her encouragement to continue writing project management books, her patience with my travel schedule, and, most important, her everlasting love.

PREFACE

The world is in a state of constant flux. We see the changes happening every day on television, in the newspapers, and on the Internet. But how many people actually recognize the changes that are taking place in project management? For those individuals who live, eat, and breathe project management, they often are not able to recognize the changes even though they are part of the change.

When project management (PM) first was introduced, senior management was somewhat apprehensive about accepting this new technique. Even though project management had existed as long as mankind and used the principles of PM 1.0, executives viewed project management as a special form of management that was more temporary than permanent. Clients were forcing corporations to use project management for the life of the projects so that the clients would have single-person contact concerning the performance of the projects. Reluctantly, senior management for the contractors accepted the challenge, but there was some fear that project managers might usurp the authority of the position and begin making decisions that were reserved for C-level personnel.

In order to maintain some degree of control, senior management created the position of project sponsor. Whatever decisions project managers were allowed to make would be under the watchful eyes of the project sponsors. In many instances, the project managers came from the engineering ranks of the company and were allowed to make mainly technical decisions. Virtually all business-related decisions were made by the executive sponsor. Furthermore, many sponsors maintained the single-person executive–client contact link with the customer rather than allowing the project manager to have free access to the customers.

Today, all of that has changed thanks to PM 2.0. We now live in a world of PM 2.0. The survival of many companies is now based upon how well they meet the challenges in the marketplace. Many of the challenges include greater business risks, having to accept more complex projects, and working closer with a multitude of stakeholders. Project management processes must be in place to meet these challenges.

For the past three decades, companies have embarked upon continuous improvement efforts in all areas of project management. Although some changes were large, most of the changes were small, even just cosmetic, and usually involved the forms, guidelines, templates, and checklists we use for project management execution. The projects in most companies were regarded as operational rather than strategic projects. Today, much of this has changed.

PM 2.0 has now spread to the seniormost levels of management and even to the corporate boardroom. Projects are now being aligned with strategic planning objectives. Project management is being used to execute strategic projects rather than just operational projects. Project managers are expected to make both project-related and business-related decisions whereas in the past it was only a project-based decision. Today's project managers are viewed as managing part of a business instead of merely a project.

The marriage of project management with business analyst activities has elevated project management to the corporate level. Project management is now seen as a strategic competency and necessary for the survival of the firm. Project managers no longer report to just a project sponsor. Instead, they report to a senior governance committee, an oversight committee, or the seniormost levels of management. Project sponsorship is now committee governance rather than oversight by a single individual. This is because of the risks and complexities of today's projects.

This book is designed to be forward looking. Project management has undergone numerous changes in the last few years and many of the changes appear in this book. Change is inevitable. It will happen, and it will continue to happen. Whether you accept the changes now or in the future is up to you. But change is a way of life.

Harold KerznerThe International Institute for Learning2014

ACKNOWLEDGMENTS

The vision of the future is held in the hands of many rather than just a few. The idea for a book on PM 2.0 came from Seppo Halminen, who continuously challenges me with new ideas surrounding the future of project management. The author is indebted to Greg Balestrero, John Winter, and Carl Belack for their invaluable contributions to this book. The author is also indebted to all of the employees of the International Institute for Learning who have provided me with 25 years of support for my books.

FOREWORD

Knowledge is an unending adventure at the edge of uncertainty.

   Jacob Bronowski

Story telling is one of the greatest ways of imparting knowledge and sharing traditions and culture. So let me start by sharing a personal story about my youthful obsession with reading. Science fiction writing has intrigued me since I was a very young boy. I read every sci-fi writer I could get my hands on and I could understand. To me, these writers allowed me to look through their eyes into the future. These writers were my first exposure to “futurists,” showing me a future that might, and could, someday be played out. It made me dream big.

They were great dreamers, like Ray Bradbury, Isaac Asimov, and Arthur C. Clarke. Even before the industrial age got into full swing, Jules Verne, in 1865, cast a wonderful story about our first journey to the moon, a dream that would come true 100 years later. They were a small group of writers who were instrumental in my first big dream about the future: I wanted to become an astronaut. From when I was 8 years old I had no other dream for a future except that I would ultimately be in a space suit, walking on another planet. Sadly, destiny intervened when, at age 20, a U.S. Air Force optometrist informed me that I would wear corrective lenses for the rest of my life! Well, pilots at that time had to have perfect vision, so my dream of becoming an astronaut was gone. And, the rest is, as they say, history.

To me, this seemed like a shock. For the next 2 years, I wandered through the Georgia Institute of Technology taking a variety of courses in literature, philosophy, and science, before landing on a major in industrial engineering. As I look back, I learned a lesson that it is like many things in life—it is about balancing our vision, personal expectations, and looming reality or we will be knocked back on our heels by the outcome. I should have known the outcome would be unlikely. In fact, if you saw an early picture of my family together, including parents, uncles, aunts, and some cousins, you would make an interesting observation. It was easy to see that everyone was wearing glasses, except for an 8-year-old, named Greg. Hmm, there was a “trend” going on that I ignored because of my deep-rooted, passionate belief about being an astronaut. Someone might even say I was ignoring the “inside” facts.

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!