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• 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
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