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• Title Page
• Copyright
• Contents
• 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
• Today’s View of Stakeholder Relations Management
• Need for Meaningful Information
• All That Glitters is not Gold
• 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
• Need for KPIs
• Using KPIs
• Anatomy of a KPI
• KPI Characteristics
• KPI Failures
• 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
• Light Methodologies
• Heavy Methodologies
• 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
• Types of Assumptions
• Documenting 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
• Understanding Targets
• Defining a Crisis
• Crisis Dashboard Images
• Conclusions
• 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
• Core Project Governance Principles
• 7.7 Misinterpretation of Information
• 7.8 Filtering the Information
• 7.9 Understanding Politics in Project Environment
• Political Risks
• Reasons for Playing Politics
• Situations Where Political Games Will Occur
• Governance Committee
• Friends and Foes
• Attack or Retreat
• Need for Effective Communications
• Power and Influence
• Managing Project Politics
• 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
• Understanding the Terminology
• Life-Cycle Phases
• Understanding Value
• 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
• First to Market
• Follow the Leader
• Application Engineering
• “Me Too”
• 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
• Manufacturing and Sales
• Human Behavior
• 9.9 Offensive-Versus-Defensive R&D
• 9.10 Modeling R&D Planning Function
• 9.11 Priority Setting
• Working With Marketing
• 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 Making
• 10.0 Introduction
• 10.1 Understanding Concepts
• Necessity for Problem Solving and Decision Making
• Research Techniques in Basic Decision-Making Process
• Facts about Problem Solving and Decision Making
• Information Overload
• Getting Access to Right Information
• Lack of Information
• Project Versus Business Problem Solving and Decision Making
• 10.2 Project Environment: Its Impact on Problem Solving and Decision Making
• Impact of Constraints on Project Problem Solving and Decision Making
• Impact of Assumptions on Project Problem Solving and Decision Making
• Understanding Project Environment
• Selecting Right Project Manager
• 10.3 Conceptual Problem-Solving and Decision-Making Process
• Determining the Steps
• 10.4 Identifying and Understanding A Problem
• Real Problems versus Personality Problems
• Not All Problems Can Be Solved
• Complexity of Problems
• Technique for Problem Identification
• Individual Problem Solving Conducted in Secret
• Team Problem Solving Conducted in Secret
• 10.5 Gathering Problem-Related Data
• Reason for Data Gathering
• Data-Gathering Techniques
• Setting Limits on Problem Solving and Decision Making
• Identifying Boundary Conditions
• Determining Who Should Attend Problem-Solving Meeting
• Determining Who Should Attend Decision-Making Meeting
• Creating Framework for Meeting
• Understanding How People React in Meetings
• Working with Participants during Meetings
• Leadership Techniques during Meetings
• Handling Problem-Solving and Decision-Making Conflicts
• Continuous Solutions versus Enhancement Project Solutions
• Problem Solving versus Scope Creep
• Problem Solving and Decision Making During Crisis Projects
• 10.6 Analyzing Data
• Questions to ask
• 10.7 Developing Alternative Solutions
• Variables to Consider during Alternative Analyses
• Understanding Features That Are Part of Alternatives
• Developing Hybrid Alternatives
• Trade-Offs
• Common Mistakes When Developing Alternatives
• 10.8 Problem-Solving Tools and Techniques
• Root-Cause Analysis
• General Principles of RCA
• Corrective Actions Using RCA
• RCA Techniques
• Brainstorming
• Rules for Brainstorming
• Critical Steps in Brainstorming
• Conducting Brainstorming Session: Process
• Conducting Brainstorming Session: Evaluation
• Brainstorming Sessions: Nominal Group Technique
• Group-Passing Technique
• Team Idea-Mapping Method
• Electronic Brainstorming
• Directed Brainstorming
• Individual Brainstorming
• Question Brainstorming
• 10.9 Creativity and Innovation
• Creativity, Innovation, and Value
• Negative Innovation
• Types of Innovative Solutions
• Problem-Solving and Decision-Making Attributes That Are Difficult to Teach
• Creative Roadblocks
• 10.10 Decision Making: Selecting Best Solution
• Understanding How Decisions Are Made
• Routine Decision Making
• Adaptive Decision Making
• Innovative Decision Making
• Pressured Decision Making
• Decision-Making Meetings
• Decision-Making Stages
• Decision-Making Steps
• Advantages of Group Decision Making
• Disadvantages of Group Decision Making
• Rational versus Intuitive Thinking
• Divergent versus Convergent Thinking
• Polarity Management
• Fear of Decision Making: Mental Roadblocks
• Danger of Hasty Decisions
• Decision-Making Styles
• Autocratic Decision Maker
• Fearful Decision Maker
• Circular Decision Maker
• Democratic Decision Maker
• Self-Serving Decision Maker
• 10.11 Decision Making: Tools and Methods
• SWOT Analysis
• Pareto Analysis
• Multiple-Criteria Decision Analysis
• Paired-Comparison Analysis
• Influence Diagrams
• Affinity Diagrams
• Game Theory
• Cost–Benefit Analysis
• Nominal Work Groups
• Delphi Techniques
• Other Decision-Making Tools
• 10.12 Evaluating Decision and Taking Corrective Action
• Time to Implement Solution
• 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
• Unclear Mission Statement
• Failing to Focus on Impact to Business
• Failing to Gain Implementation Support
• Discussion Questions
• Index
• EULA