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EbookNice Team
Status:
Available5.0
27 reviewsISBN 10: 0429177763
ISBN 13: 9780429177767
Author: Frank Toney
This text describes global best practices, competencies, and standards of superior project organizations based on research conducted by the Top 500 Project Management Forum. It details the results of seven years of benchmarking and the bottom line value of project organizations in large functional enterprises. The text also highlights enhancements in professional image, job performance, and personal earnings.
Introduction
0.1. Competency Standards Assumptions
0.1.1. Large Functional Organizations
0.1.2. Full-Time Project Manager
0.2. Recommendations for the Use of Competency Standards
0.3. Factors Impacting Project Goal Achievement
0.3.1. The Superior Project Manager
0.3.2. The Project Office Organization
0.3.3. The Host Organization
0.3.4. The External Environment
0.4. Overall Core Success Factors in Project Management
0.4.1. Professional Project Manager
0.4.2. Multifunctional Teams
0.4.3. Senior-Level Support
0.4.4. Competitive Product or Service
0.4.5. Strong Market Demand
0.4.6. Structured Project Approach
0.5. Measurement of Competencies and Best Practices
Part I Overview and Background of the Superior Project Organization
1 Functions, Activities, and Best Practices
1.1. The Project Organization Functions and Activities
1.2. The Top Ten Project Organization Best Practices
1.2.1. Provide Senior Level Support
1.2.2. Superior Project Managers and Team Members Selection
1.2.3. Multifunctional Team Structures
1.2.4. High Standard of Truthfulness
1.2.5. Ambassadorship
1.2.6. Competency Based Training
1.2.7. Standardized Methodologies, Tools, and Templates
1.2.8. Maintenance of a Knowledge Library to Transfer and Expand the Body of Project Knowledge
1.2.9. End-to-End Project Involvement
1.2.10. Management of the Organization’s Project Portfolio
2 Starting and Promoting the Project Organization
2.1. Implementation Steps for the New Project Organization
2.1.1. Define the Organizational Needs and Problems to Be Resolved
2.1.1.1. Impact of Historical Failures
2.1.1.2. A Project Organization Is Not Always Best
2.1.2. Find or Create a Champion or Executive Sponsor
2.1.3. Build a Business Case for a Project Organization
2.1.3.1. Bottom Line Financial Benefits
2.1.3.2. Organizational Benefits
2.1.3.3. Individual Benefits
2.1.3.4. Benefits to Customers and Stakeholders
2.1.4. Create a Center of Project Excellence
2.1.4.1. Communicate the Benefits of Project Management to Other Enterprise Areas
2.1.4.2. Make Project Management Multifunctional
2.1.4.3. Train Project Managers
2.1.4.4. Develop Standardized Methodologies, Procedures, and Templates
2.2. Time Required to Establish the Project Organization
3 Project Organization Structures
3.1. Build an Effective and Efficient Organizational Structure
3.2. Senior Level Responsibility
3.3. Project Organization Types Reported by Benchmark Respondents
3.3.1. Project Management Center of Excellence
3.3.2. Project Support Office
3.3.3. Program Management Office
3.3.4. Project Office
3.4. Current Reporting Structure of Benchmarking Participants
3.5. Multiple Project Office Organizations
Part II Providing Support for Organizational Strategy
4 Coordinating Goals and Missions
4.1. Provide Support for the Organization’s Strategy
4.1.2. Coordinate Goals and Missions Between Project Teams and the Host Organization
4.1.2.1. The Coordination Problem
4.1.2.2. Communicating the Vision, Mission, and Goals
4.1.2.3. The Project Organization’s Goals
4.1.3. Set Project Goals and Deliverables
4.1.4. Maintain Focus on the Goals
4.2. Make Project Management A Core Organizational Competency
4.3. Integrate Project Management End to End in the Value Added Chain
5 Project Portfolio Management: Inventory, Initiation, and Selection
5.1. Portfolio Governance
5.2. Project Ownership and Accountability
5.3. Cultural Problems
5.4. Projects Included in the Portfolio
5.5. The Portfolio Management Process
5.5.1. The Project Portfolio Inventory
5.5.2. Project Initiation and Selection
5.5.2.1. The Project Charter
5.5.2.2. The Project Approval Process
5.5.2.3. The Evaluation Group
5.5.2.4. Project Prioritization
5.5.2.5. Strategic and Subjective Factors
5.5.2.6. Financial Return
5.5.2.7 Portfolio Risk
5.5.2.8. Combined Financial Return/Risk Ranking Tool
5.5.2.9. Combining All Major Factors
5.5.2.10. Portfolio Analysis and the Need for Relevant Information
6 Portfolio Management of Project Planning
6.1. Portfolio Project Planning
6.1.1. Project Plan Level of Detail
6.1.2. Project Scope
6.1.3. The Work Breakdown Structure
6.1.4. Clear Performance Measurement Metrics
6.1.4.1. Metrics Characteristics
6.1.4.2. Metrics Problems
6.1.4.3. Metrics Used
6.1.4.4. Portfolio Measurements
6.1.4.5. Measure the Cost of Professional Project Managers
6.1.4.6. Cost of the Project Organization
6.1.4.7. Performance Measurement for Changing Projects
6.1.5. Overoptimistic Targets
6.1.6. Signatures
7 Global Project Portfolio Strategy: Execution, Control, and Termination
7.1. Project Management Emphasis Shifts From Tools To People
7.2. Select Superior Project Managers
7.3. Create A Virtual Project Office Environment For Geographically Dispersed Project Portfolios
7.3.1. The Problem
7.3.2. The Virtual Project Office
7.3.3. Communications
7.3.4. Training Project Leaders to Work in Virtual Environments
7.3.5. Benefits
7.4. Managing Scope Changes Of Projects Within The Portfolio
7.4.1. Scope Change Responsibility
7.4.2. Changes Subject to Scope Change Control
7.4.3. The Scope Change Process
7.5. Monitoring and Controlling Portfolio Status
7.5.1. The Monitoring Process
7.5.2. Variance Measurement
7.5.3. Physical Observation Through the Audit
7.5.3.1. The Audit Process
7.5.3.2. Audit Timing
7.5.3.3. Composition of the Auditors
7.5.3.4. Measure the Value of the Audit
7.5.4. Motivational Aspects of Monitoring and Oversight
7.5.5. Monitoring and Oversight Problems
7.6. Strategic Aspects of Project Termination
7.6.1. Encouraging Project Delivery
7.6.2. Terminating Troubled Projects
7.6.3. Benefits of Rapid Project Termination
7.6.3.1. Free Funds for Other Investments
7.6.3.2. Execute More Projects with the Same Resources
7.6.3.3. Generate Incremental Sales
7.6.4. Communicating the Benefits of the Project to Stakeholders and the Host Organization
7.6.4.1. Compare with Prior Projects or Approaches
7.6.4.2. Client Retention
7.6.4.3. Stakeholder Satisfaction
7.6.4.4. Reduction in Time to Market or Completion Time
7.6.4.5. Measure the Impact of Problem Identification and Corrective Action
7.7. Conclusion and Measurement of Project Organization Support of Organizational Strategy
Part III Providing Support for Project Goal Achievement
8 Managing for Goal-Achieving Speed, Efficiency, and Effectiveness
8.1. Speed
8.2. Efficiency
8.3. Effectiveness
8.4. Speed, Efficiency, and Effectiveness Related Best Practices
8.4.1. Project Organization Structure
8.4.2. Project Team Structure
8.4.1.1. The Multifunctional Team Structure
8.4.1.2. The Matrix Team Structure
8.4.2.3. The Isomorphic Team Structure
8.4.2.4. The Specialty Team Structure
8.4.2.5. The Egoless Team Structure
8.4.2.6. The Surgical Team Structure
8.4.2.7. Group Size and Diminishing Returns
8.4.2.8. Team Duration and Its Impact on Performance
8.4.3. Duration Compression
8.4.3.1. Crashing the Project
8.4.3.2. Project Fast Tracking
9 Knowledge Management: Providing Structured and Predictable Methodologies and Tools
9.1. Project Phases
9.2. Flexible and Simple Approach
9.3. Standardized Methodology Advantages
9.3.1. Speed
9.3.2. Efficiency
9.3.3. Effectiveness
9.3.4. Other Benefits
9.4. Structured Methodology Caveats
9.4.1. Rigid Methodologies May Reduce Project Speed
9.4.2. Emphasize Project and People Management
9.4.3. Progressive Project Phases Management
9.5. Project Phases and Associated Best Practices
9.5.1. Project Initiation and Selection
9.5.1.1. Project Idea Germination
9.5.1.2. Defining the Project Need
9.5.1.3. Project Selection
9.5.1.4. The Project Charter
9.5.2. The Planning Phase
9.5.2.1. The Project Plan
9.5.2.2. Work Breakdown Structure
9.5.2.3. Deliverables
9.5.2.4. Critical Success Factors
9.5.2.5. The Schedule
9.5.2.6. The Budget
9.5.2.7. Project Specific Risk Analysis
9.5.2.8. Functional Specifications
9.5.2.9. Technical Specifications
9.5.2.10. The Quality Plan
9.5.2.11. Stakeholder Communications
9.5.2.12. Management and Control
9.5.2.13. Signatures
9.5.3. Execution and Control Phase
9.5.3.1. Kickoff Meeting
9.5.3.2. Importance of Project Control
9.5.3.3. Priority of Time, Cost, and Specifications
9.5.3.4. Time Control and Monitoring
9.5.3.5. Project Financial Control
9.5.3.6. Scope Management and Control
9.5.3.7. Project Value Analysis
9.5.3.8. Asset Stewardship
9.5.3.9. Communications
9.5.3.10. Formal Reviews and Audits
9.5.4. Project Closing and Termination Phase
9.5.4.1. Presenting the Deliverables to the Customer
9.5.4.2. Preparing and Executing the Project Termination Checklist
9.5.4.3. Placing Project Documents in a Knowledge Library
9.5.4.5. The Termination Celebration
9.5.4.6. Project Follow-Up
10 Knowledge Management: Providing Tools, Standards, and Training
10.1. Provide State-Of-The-Art Project Management Tools
10.2. Nurture Competence Through Training
10.2.1 Benefits of Training
10.2.2. Opposition to Training
10.2.3. Benchmarkers’ Training Conviction
10.2.4. Measure Training Results
10.2.5. Types of Training Provided
10.2.6. Evaluate Training Needs
10.2.7. Learning Mediums
10.2.8. Types of Training Offered
10.2.9. Course Durations
10.2.10. Promote Life-Long Learning
10.2.11. Reward Training
10.3. Manage Knowledge by Encouraging Excellence
10.3.1. Set High Standards of Excellence and Quality
10.3.2. Use Resources and Knowledge from Outside the Project Organization
10.3.2.1. Benchmark with Best Practice Organizations
10.3.2.2. Partner with Educational and Professional Organizations
10.3.3. Be a Role Model of Excellence
10.3.4. Mentor for Excellence
10.3.5. Set a High Standard of Truthfulness
10.3.5.1. Benefits of Truthfulness and Trust
10.3.5.2. Building Trust in Project Organizations
11 Supporting Project Manager Performance
11.1. Provide Supportive Leadership
11.2 Hiring the Superior Project Manager
11.2.1. Character, Background, and Traits
11.2.1.1. Character
11.2.1.2. Background
11.2.1.3. Traits
11.2.2. Leadership and Management Skills
11.2.3. Project Skills
11.3. Problems in Project Manager Compensation and Motivation
11.3.1. Project Manager Positions Are Unclear
11.3.2. Pay Doesn’t Reflect Responsibility
11.3.3. Project Manager Skills Don’t Match Predefined Jobs
11.3.4. Entrepreneurial Characteristics Create Broad Demand for Project Managers
11.3.5. Pay Doesn’t Keep Pace with Organization Demand for Higher Professionalism
11.3.6. Project Manager Turnover
11.3.7. Problematic Performance Evaluations
11.3.8. Lack of Precedent for Project Manager Compensation
11.4. Solutions
11.4.1. Organizational Approaches to Pay
11.4.1.1. Traditional Salaries
11.4.1.2. Bonus Based Pay
11.4.2. Promote Pay Programs to Human Resources Departments
11.4.3. Project Organization Job Descriptions
11.4.3.1. Typical Project Group Organization Chart
11.4.3.2. Project Manager Job Matrixes
11.4.4. Programs to Retain Superior Project Managers
11.4.5. Ambassadorial Role of Project Organization
11.4.5.1. Political Skills
11.4.5.2. Team Buffering
11.4.5.3. Lobbying for the Project Teams
11.4.5.4. Communicating Project Benefits
11.4.5.5. Managing Conflict
11.5 Measurement of Project Organization Support Of Project Goal Achievement
Appendix A Benchmarking Forum Background and Supporting Information
project superior
a project manager's book of forms
a project organization
project management for the unofficial project manager barnes and noble
the ebook project
the one-page project manager for execution pdf
Tags: Frank Toney, Superior, Project