Harold Kerzner

Product Description

Project Management 2.0 tackles the new emerging approach and toolset for practicing project management in a virtual world. Author Harold Kerzner is recognized as the thought leader in project management, and in this book, he shows how PM 2.0 offers better outcomes with a focus on new tools, better governance, improved collaboration and more meaningful reporting using KPIs, metrics and dashboards. This full color guide explores the impact PM 2.0 changes are having on organizations around the world and provides a detailed comparison with PM 1.0 to help practitioners adopt new techniques and tools to use within their existing project management approach.

Table of Content

Preface
Acknowledgment
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

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

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

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

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

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 enterprise wide 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

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
7.10 Managing global stakeholder relations
7.11 Failure of project governance
7.12 Saving distressed projects

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

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
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

Chapter 10 Problem solving and Decision making
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

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

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
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