Project Management 2. 0 : Leveraging Tools, Distributed Collaboration, and Metrics for Project Success.

Cover -- 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&amp -- D Project Management -- 9.0 Introduction -- 9.1 Role of R&amp -- D in Strategic Planning -- 9.2 Product Portfolio Analysis -- 9.3 Marketing Involvement with R&amp -- D Project Managers -- First to Market -- Follow the Leader -- Application Engineering -- Me Too -- 9.4 Product Life Cycles -- 9.5 R&amp -- D Project Planning According to Market Share -- 9.6 Classification of R&amp -- D Projects -- 9.7 Research Versus Development -- 9.8 R&amp -- D Ratio -- Manufacturing and Sales -- Human Behavior -- 9.9 Offensive-Versus-Defensive R&amp -- D -- 9.10 Modeling R&amp -- D Planning Function -- 9.11 Priority Setting -- Working With Marketing -- 9.12 Contract R&amp -- 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&amp -- D Project Readjustments -- 9.18 Project Termination -- 9.19 Tracking R&amp -- 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.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.