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Books > Business & Economics > Business & management > Management & management techniques > Project management
No one can disagree that benefits are good things. Whether you are responsible for projects, programs, or portfolios, you are increasingly expected to think-and act-in an appropriate benefits-driven way. However: Do you understand that what may be appropriate for a project may be inapplicable for a program? Can you avoid the trap of wishful thinking based on overinflated expectations and underestimated costs? Can you manage your program or portfolio from inception to final delivery in a consistent, benefits-focused way based on a single, coherent model? This book describes how Earned Benefit Program Management techniques provide an innovative, all-inclusive model and set of tools developed specifically to answer these questions. This model consolidates the key concepts of project, program, and portfolio management and ensures that all program and portfolio management steps are carried out based on a single, signed-off model in a consistent, verifiable manner within a consolidated life cycle. This approach guarantees alignment with strategic goals and constraints through every stage of a program. Case studies highlight the key features of the approach and provide important lessons and insights for managing programs. Although the ideas and concepts for each topic are fully consistent with existing standards and other published material, they are based on new thinking and go beyond current practice. They provide a set of original and powerful techniques that are applicable to both programs and portfolios in a wide range of business environments.
Portfolio management consists mainly of making decisions about which initiatives to undertake, which initiatives not to pursue, and which resources are to be allocated to which portfolio component. At least, that's how it is most commonly presented in textbooks and courses. Indeed, it is all of that, but it is also so much more. Portfolio management is, of course, about making these decisions, but, more accurately, it is about making them with the goal of creating value for an organization's wide population of stakeholders, both internal and external. This value is not only expressed in financial terms but also in social terms. The portfolio should create value for all stakeholders, who thereby support the portfolio organization and enable it to sustain itself. Portfolio management is about the realization of strategic vision, achieving a purpose, and developing an intelligent way of using resources to benefit stakeholders. This requires the ability to find a balance among the different dimensions of portfolio governance and among the constraints constantly shaping and reshaping the business environment. This is what portfolio management is truly about; this is what organizational management is about. The Four Pillars of Portfolio Management: Organizational Agility, Strategy, Risk, and Resources takes readers on a journey navigating the dimensions and constraints to be balanced and integrated as part of the portfolio and organizational decision-making process. By balancing the requirements of strategic alignment with the exposure to risk and by reconciling resource demands with capability, a portfolio manager can develop and sustain an organization despite the constant and dynamic evolution of the business environment. This book explains how to manage portfolios that create the agility all organizations require to survive and thrive.
Agile project management is a proven approach for designing and delivering software with improved value to customers. Agility is all about self-directed teams, feedback, light documentation, and working software with shorter development cycles. The role of the project manager with agile differs significantly from traditional project management in that there is minimal up-front planning. Agile for Project Managers will help project managers from any industry transition to agile project management. The book examines the project management component of agility, concentrating on industry standards, certifications, and being agile. It also compares agile methods to traditional project management methods throughout to provide readers with a clear understanding of the differences between the two. The book's focus is in alignment with the Project Management Institute (PMI (R)) Agile Certified Practitioner (PMI-ACP (R)) credential-making it an ideal resource for anyone preparing for the PMI-ACP (R) exam. Coverage includes: Agile as a project management methodology Agile teams Agile tools and techniques Flavors of agile Agile principles Agile certifications The book provides readers with the understanding required to decide which projects will benefit from agile. It also includes information that can help readers to assess their organizations' readiness for agile methods. Complete with a list of agile training providers, the book will help certified project managers make a smooth transition to agile project management and will provide newcomers with the basic knowledge needed to pass the PMI-ACP (R) exam, the first time around.
The Spring Electric is a lower priced electrical vehicle from The Renault Group. It is the result of an impossible project that was a breakthrough in cultural innovation. The development of the Spring brought together a French company, a Japanese partner, an Indian project, and a Chinese developer to deliver a car for the European market. The Innovation Odyssey: Lessons from an Impossible Project examines four key issues central to this vehicle's development: The nature of the automotive industry itself and the actors involved in these "societal" innovations. The movement toward the electrification of vehicles is inseparable from public policies aimed at reducing carbon emissions. Without substantial subsidies or rigorous bans on internal combustion engine vehicles (ICEVs), the electric vehicle (EV) would not be developed. It is these public policies that create the conditions for an electrified vehicle market. Electrification is thus a three-way game, in which public actors play a central role alongside suppliers and customers. Therefore, an analysis of these policies is essential to understand manufacturers' strategies in this area. What are the differences between these policies? Do they introduce regional competitive advantages? How do firms in the globalized automotive sector adapt to or take advantage of these differences? How can they combine local adaptation. Product strategy. To what extent should this technological breakthrough at the heart of the car be associated with a more profound break in the definition of the automobile product? Is the answer an electrification of the dominant ICEV design (and if so, how?) or a complete redefinition of the vehicle? International cooperation. Automotive design is largely concentrated in the technical centers of the parent companies: Detroit, Guyancourt, Wolfsburg, Yokohama. How can the design processes and the European and Chinese skills and know-how be combined in a project designed far from the traditional European or Japanese bases and under time constraints? Can this original form of design inspire new forms of international cooperation, and under what conditions? Globalized innovation strategies. For multinational groups such as car manufacturers, competitive advantage depends on their ability not only to invent relevant products that find customers in local markets, but also to deploy them rapidly at the global level, harnessing economies of scale that a startup, however innovative, cannot achieve. How then to combine local adaptation of innovations with effective global deployment?
Despite the astonishing technological developments in our times, it is surprising how little has changed in the way organizations are structured and managed. However, organizations are finally changing as they embark on agile transformations. Agility concepts emerged from the dynamics of project management and have evolved as they are being applied to organizational structure and operations. This phase of the agile evolution is known as enterprise agility. Filled with real-world scenarios and company case studies, Enterprise Agility: A Practical Guide to Agile Business Management covers the evolution of agility, including applied processes, lessons learned and realized outcomes. The book starts with the initial phase of the agile evolution, project agility and describes how waterfall project management is transformed into scrum, which can have positive effects on project timelines, scope and budget, as well as team motivation. The second phase of agility, organizational agility, is the evolution of the agile principles from temporary projects to permanent organizational structures. The book explains the main components of organizational agility, including structures, roles and ways of organizing work. It emphasizes the advantages of transitioning from traditional organizational management to agile. Finally, the latest phase, enterprise agility, transforms each function of the organization. The book acts as a guide and describes the change through the lens of each managerial domain (sales, marketing, HR, finance etc.) and by presenting the positive impact generated on the company's overall performance based on case studies. The last chapter illustrates the enablers of this transformation and how they can help the change to be internalized so that the enterprises realize improvements. The book is based on the author's over 15 years of experience of supporting more than 25 companies in varied sectors on their transformational journey, with the last 5 years concentrating on agility. By combining business management trends and principles of agile business development, it shows managers how to lead the transformation to enterprise agility by following the path from project agility to full enterprise agility.
Risk Management Professionals seek to identify, analyze, and document the risks associated with a company's business operations, as well as monitor the effectiveness of risk management processes and implement needed changes. The PMI Risk Management Professional (PMI-RMP) (R) certification not only highlights the ability to identify and assess project risks, mitigate threats, and capitalize on opportunities, but it also enhances and protects the needs of the organization. Gaining distinction as a PMI-RMP sets the Risk Management Professional apart from other professionals and brings credit to an organization. The exams from the Project Management Institute are not easy, so whether you are running a course as an instructor or studying by yourself, you need a good study guide to maximize time spent studying and one which enhances the chances of passing the exam. Test takers sitting for the exam need a study guide that suggests which study materials are best to read in preparation for the exam, presents exercises to enhance learning and understanding, and provides sample exam questions. Most study guides just explain the contents of the exam without providing the tools to maximize learning. Klaus Nielsen, an Authorized Training Partner with PMI, translates the PMI examination content outline for April 2022 into what people need to do and know in preparation and provides them with exercises and prep questions as a quick and easy check to ensure they are on the right path in preparation for taking the exam. This book helps maximize the chance of passing the exam.
This book is an introductory text on building measurement and estimating for simple buildings in Hong Kong, based on the Hong Kong Standard Method of Measurement of Building Works 4th Edition Revised 2018 (HKSMM4 Rev 2018). It provides a toolkit for students and surveying technicians who are new to the subject. This second edition updates the contents in line with the HKSMM4 Rev 2018 and incorporates the latest industry developments such as BIM. The main text is divided into five parts following the development of a typical project. Part 1, Building the project team, introduces the team setup for a typical project. Part 2, Deciding the procurement strategy, explains the various procurement decisions to be made by an employer before any cost estimating and measurement work takes place. Part 3, Preparing for tender, covers the tendering methods, tender documentation and approximate estimating techniques used by Quantity Surveyors. Part 4, Measuring quantities, introduces measurement principles and HKSMM4 Rev 2018, followed by a detailed review of the measurement methods for each major trade, with worked examples. Part 5, Estimating unit rates, explores the basic techniques for unit rate preparation. The book contains worked examples from real Hong Kong building projects, self-assessment questions, reminders and points of note. It is essential reading for Hong Kong construction and surveying students, international Quantity Surveyors working in the local area and those wanting international examples of Quantity Surveryors practice.
This book is quite simply about contract administration using the JCT contracts. The key features of the new and updated edition continue to be its brevity, readability and relevance to everyday practice. It provides a succinct guide written from the point of view of a construction practitioner, rather than a lawyer, to the traditional form of contract with bills of quantities SBC/Q2016, the design and build form DB2016 and the minor works form MWD2016. The book broadly follows the sequence of producing a building from the initial decision to build through to completion. Chapters cover: Procurement and tendering Payments, scheduling, progress and claims Contract termination and insolvency Indemnity and insurance Supply chain problems, defects and subcontracting issues Quality, dealing with disputes and adjudication How to administer contracts for BIM-compliant projects JCT contracts are administered by a variety of professionals including project managers, architects, engineers, quantity surveyors and construction managers. It is individuals in these groups, whether experienced practitioner or student, who will benefit most from this clear, concise and highly relevant book.
Creating a Culture of Predictable Outcomes demonstrates the importance of creating cultures in the design and construction industries grounded in sophisticated-caring leadership, high-performing collaborative teams, and master-level decision-making discipline, informed by values, to finally address massive inefficiencies, waste, and unpredictability. Barbara White Bryson offers specific guidance to industry stakeholders to succeed in achieving project-related predictable outcomes by focusing on culture rather than process. This includes selecting the right team members by hiring and firing bravely, valuing psychological safety, leading with values, practicing respect and transparency, fostering empowerment to make decisions at the right level at the right time, and more. This book is a must-read for design and construction professionals who want to finally understand how to set goals and meet those goals for their clients as well as for their teams.
The Project Management Office (PMO) is a rapidly emerging concept in project management that has evolved in terms of its application, sophistication, and proven results. Most literature on the subject focuses on a specific facet or purpose of PMO. The Advanced Project Management Office: A Comprehensive Look at Function and Implementation provides an all-inclusive description of the PMO and allows project management professionals to select the features most appropriate and relevant to the issues at hand, while keeping the full PMO picture in perspective. The authors illustrate how the PMO can be used to reduce costs of projects, decrease time to market for new products, increase corporate profits, and ensure project success.
With more than three decades of experience as a thought-leader and expert practitioner, PMI Fellow Dr. David Hillson shares practical insight into how upside risks can be identified, assessed, and managed as opportunities. After reviewing the benefits of identifying opportunities, the book steps through the opportunity identification and management process in detail, describing proven tools and techniques as well as specific tips to make them work in practice. The book places opportunity management in the context of traditional risk management, providing a familiar pathway that leads project managers to discover new benefits and successes. David Hillson is one of the foremost authorities on risk management. With his latest book he presents a strong case for managing opportunities. As with all of David's books, the style of writing is engaging and easy to understand. There are many nuggets of wisdom in this book, as well as a hands-on approach to leveraging opportunity management as a way of improving project performance. - Cyndi Snyder Dionisio, PMI Fellow, Coronado CA, USA. (Chair of the PMBOK (R) Guide, Sixth Edition) I enjoyed reading this book, which is precise, clear, logical, and persuasive. The clarity of thought and expression explains why David is such a sought-after speaker. This book is a must-read for project risk practitioners, as well as for project professionals who are serious about addressing all the risks on their project, including the good ones. - Dr Dale Cooper, Cammeray NSW, Australia. (Director, Broadleaf Capital International) At last, a clear and valuable book linking both sides of the coin in risk management: threats and opportunities. David Hillson truly engages the reader on how to deal with these two types of risk in projects, sharing his wisdom and extensive experience in creating value from risk management. Anyone who has to manage risk in real-world projects should read this book to enhance their opportunity management skills. - Professor Salim Al-Harthi, Muscat, Oman. (Director of Risk Management Office, Sultan Qaboos University) It is vital for value creation in business and in life that we consider uncertainties that would have upside impacts on our objectives (opportunities), as well as downside impacts (threats). Business gets confused between opportunities where there is a binary choice to take or not, and true uncertain opportunities that can be seized, or left to chance. David has persevered in helping us understand this and this important book is a must-read for all leaders who want to create value through the proactive management of risk. - Dr Ruth Murray-Webster, Wakefield, UK. (Partner, Beyond the Deal LLP and Editor, APM Body of Knowledge, 7th Edition) As project managers, we always seem to focus on threats, negative risks. David Hillson, one of the foremost thought-leaders on risk management, explains approaches to identify and manage opportunities, positive risks and how this will help achieve project success. As with his previous books, David provides a structured approach with examples, tools, and techniques. An excellent resource for all project managers in today's world. - Peter Monkhouse, Toronto ON, Canada. (Past Chair PMI Board of Directors)
- Ties together the three (now) competing modern disciplines in Program and Project Management - Tells you how to do it, not just some theory based on a one of a kind project - Provides clear and concise definitions for the three disciplines helping with career choices, separation of duties and when to use - Perfect desktop reference usable for many years to come
'The Project Manager's Toolkit' provides a quick reference checklist approach to drive an IT development project as well as solve issues that arise in the process. It can be used proactively to set a project on the right course and reactively for solutions to problems. It will: * help identify what needs doing next on an IT project * provide quick reference 'to-do' lists for use throughout the lifecycle of an IT project * answer the need for material that can be used to quality-check project deliverables It has been designed so that those on the project team who are facing a problem can pick up the book, turn to a relevant checklist and use it as a "starter-for-ten" to find a solution. For example, how to analyse data for a data-conversion exercise, or how to measure the quality of a project deliverable. 'The Project Manager's Toolkit' therefore provides a fast way to reduce an insolvable problem/issue to a set of smaller solvable ones
Central to the issue of improving project performance is the application of deterministic, probabilistic processes, and techniques to reduce human error. To that end, we as project managers often endeavour to implement and follow a project management methodology in the belief that we can reduce the scope for emerging ambiguous requirements, ill-matched resource needs and availability, contractual and funding constraints, and other unwanted uncertainties. However, such 'self-evidently correct' processes are not without their limitations. The management of uncertainty needs to be viewed not from a procedural, 'stand-alone' perspective but from a behavioural, people-driven perspective - that is, Mindfulness. Mindfulness is a project-wide human capability to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce back from adversity. Resilient project managers are forward-thinking and able to foresee relevant scenarios that are likely to occur and which may have damaging effects on performance. We strive to be prepared for the best but also for the worst, and learning is nurtured and encouraged. We believe that with purpose, whatever uncertainty hits us, and regardless of the damage caused, we can prevent a crisis from happening in the first place. When a crisis occurs, we can recover and bounce back from shocks, quickly restoring 'normal' management. This book goes beyond commonly accepted standards in project management and looks past mere compliance to determinism and probabilistic approaches to managing uncertainty. Relying on the power of mindful thinking, it identifies an art to manage uncertainty.
The Spring Electric is a lower priced electrical vehicle from The Renault Group. It is the result of an impossible project that was a breakthrough in cultural innovation. The development of the Spring brought together a French company, a Japanese partner, an Indian project, and a Chinese developer to deliver a car for the European market. The Innovation Odyssey: Lessons from an Impossible Project examines four key issues central to this vehicle's development: The nature of the automotive industry itself and the actors involved in these "societal" innovations. The movement toward the electrification of vehicles is inseparable from public policies aimed at reducing carbon emissions. Without substantial subsidies or rigorous bans on internal combustion engine vehicles (ICEVs), the electric vehicle (EV) would not be developed. It is these public policies that create the conditions for an electrified vehicle market. Electrification is thus a three-way game, in which public actors play a central role alongside suppliers and customers. Therefore, an analysis of these policies is essential to understand manufacturers' strategies in this area. What are the differences between these policies? Do they introduce regional competitive advantages? How do firms in the globalized automotive sector adapt to or take advantage of these differences? How can they combine local adaptation. Product strategy. To what extent should this technological breakthrough at the heart of the car be associated with a more profound break in the definition of the automobile product? Is the answer an electrification of the dominant ICEV design (and if so, how?) or a complete redefinition of the vehicle? International cooperation. Automotive design is largely concentrated in the technical centers of the parent companies: Detroit, Guyancourt, Wolfsburg, Yokohama. How can the design processes and the European and Chinese skills and know-how be combined in a project designed far from the traditional European or Japanese bases and under time constraints? Can this original form of design inspire new forms of international cooperation, and under what conditions? Globalized innovation strategies. For multinational groups such as car manufacturers, competitive advantage depends on their ability not only to invent relevant products that find customers in local markets, but also to deploy them rapidly at the global level, harnessing economies of scale that a startup, however innovative, cannot achieve. How then to combine local adaptation of innovations with effective global deployment?
A practical handbook on the management of building design, this
guide explains the processes, roles and responsibilities of those
involved in the design of the building, as well as ways to maximise
efficiency. Well structured and easy to read, the book includes
useful notes and checklists on, for example, how to select a design
team and how to organise and plan the design process.
"Explores how engineering teams can ensure success by using strategic project planning properly. Provides a proven question-and-question format to facilitate completion of all types of projects. Focuses on decision-making, resolving major conflicts and finding ways for team members to work together, changing the strategic direction of major projects, and identifying and managing risks. Presented in a 8 3/8 x 11 spiral-bound workbook."
The increasingly multilateral and regional nature of security building has given great prominence to cross-cultural aspects of international dialogue. The case studies in this collection examine how and when cultural elements affect arms control and security-building negotiations and policies. They treat issues such as religious, communal and normative orientations towards war and peace; the impact of legacies of conflict, colonialism and state building; attitudes towards regional and multilateral relations; cultural styes of diplomacy and negotiation; the nature of civil-military relations; the societal outlooks on authority, violence and conflict management. Discussing a range of states and regions - the East-West experience, Latin America, China, Southeast Asia, India and the Arab-Israeli conflict - the contributors elaborate a concept of security culture that draws together the diplomatic, political, strategic and social elements athat influence seurity policy-making.
Few people realise how many projects people actually manage. Or how
many of the theoretical approaches to Project Management do not
meet the test of the real world. Managing Projects Well shows:
After more than 50 years as a manager and VE pioneer, Richard J. Park presents Value Engineering: A Plan for Invention. Park demonstrates how to adopt VE as a thinking process that can enable you to increase your problem solving skills, cultivate innovation, reduce costs, improve productivity, and more.
Project Skills describes the best of the accepted project
management techniques, taking the guesswork out of deciding which
ones to apply at which stage.
Enables readers to easily understand the contract to enable better compliance and efficiency Guide to the FIDIC Conditions of Contract for Construction: The Red Book 2017 helps the reader overcome some of the difficulties encountered on a typical international construction project using the FIDIC Construction Contract 2nd Edition (the 2017 Red Book), by summarizing the activities and duties of those involved, and crystallizing the requirements of the contract. To aid in reader comprehension, the text explains clauses in the sequence they appear in the contract, but also in the order they happen in real time on site. It further provides practical guidance in a concise manner, and in straightforward, jargon-free language. It is a highly practical resource for use during the project, rather than a legal review of the contractual requirements, ensuring readers are fully conversant with the revised requirements and procedures mandated by the 2017 edition of the contract. Guide to the FIDIC Conditions of Contract for Construction: The Red Book 2017 includes: A review of the duties and responsibilities of the three parties, the Employer, the Engineer and the Contractor, engaged on a FIDIC-based Contract A review of the flow of documentation and instructions which is to be provided by one party to another party throughout the contract period Practical guidelines are provided for the avoidance of disputes and delays in order that contracts are completed as planned Guide to the FIDIC Conditions of Contract for Construction: The Red Book 2017 is a practical and highly useful resource for engineers, consultants, project managers, and others who are engaged in the site management of international projects using the FIDIC Construction Contract, along with those involved in contractual administration on behalf of the client.
Learn to master the most proven methods in project management as well as exciting new techniques emerging from current industry and today's most recent research with Kloppenborg's CONTEMPORARY PROJECT MANAGEMENT, 4E. This edition introduces time-tested manual techniques and progressive automated techniques, all consistent with the latest PMBOK (R) Guide and standards and integrated with Microsoft (R) Project 2016. The book's focused approach is ideal for building strong portfolios that showcase project management skills for future interviews. All content is consistent with the knowledge areas and processes of the 6th edition of the PMBOK (R) Guide to give you an advantage as you prepare to become a Certified Associate in Project Management (CAPM (R)) or Certified Project Management Professional (PMP (R)), if desired.
Project management skills are valuable for any healthcare project, not just technology projects. Non-technology activities that would benefit from project management skills include implementing a new policy housewide, updating training for use of the electronic health record (EHR), creating a new orientation program, quality assurance activities, submitting an article or presentation, writing a research proposal, or opening a new patient care unit. In addition, project management skills are not just for project managers, but they can be used by anyone leading these types of activities, such as managers, staff, educators, and researchers. Many books on healthcare project management have been focused on technology projects while non-technology projects flounder without the required knowledge or skills of the person leading the project. The purpose of this book is to discuss these skills based on the Project Management Institute (PMI) standards in a way that non-project managers would be able to understand and apply. Concepts from project initiation through project closure will be presented twice, first for novices and then for project leaders with more advanced skills. Practical, accessible, and containing numerous examples for each phase of the PMI Framework, this book will be a valuable resource for all healthcare professionals and both novice and experienced project managers. |
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