HAROLD KERZNER, MS, PHD, MBA, is Senior Executive Director for Project Management at the International Institute of Learning, Inc., a global learning solutions company offering professional training and consulting services. He has consulted for corporations worldwide, and is a recognized expert on project, program, and portfolio management; total quality management; and strategic planning.

Preface ix

Acknowledgment xi

Foreword xiii

Why this story makes sense xiv

Through the looking glass at a chaotic future xiv

Is it half empty or half full or just plain Complicated? Xvi

So what does all this mean to you? Xvii

Chapter 1 Project management 2.0 1

1.0 introduction: changing times 1

1.1 characteristics of pm 1.0 1

1.2 other critical issues with pm 1.0 2

1.3 project management 2.0 4

1.4 criticism of pm 2.0 7

1.5 project management 2.0 : technological blessing or curse? 7

1.6 policing pm 2.0 12

1.7 working with stakeholders in pm 2.0 13

1.8 finding the information 16

1.9 percent complete dilemma 17

1.10 information overload 18

1.11 customer satisfaction headache 18

1.12 determining project health 19

1.13 dashboard rules for displaying data 20

1.14 reduction in cost of paperwork 21

1.15 reduction in executive meddling 22

1.16 project management skills 23

1.17 contingency planning 23

Discussion questions 24

Chapter 2 A peek into the future of Project management 25

2.0 changing times 25

2.1 impact of recessions 25

2.2 executive view of project management 26

2.3 engagement project management 28

2.4 growth of more complex projects 30

2.5 need for additional metrics 31

2.6 new developments in project management 32

2.7 project manager’s tool box 33

2.8 need for continuous improvement 34

2.9 conclusions 34

Discussion questions 34

Chapter 3 Understanding success And failure 37

3.0 introduction 37

3.1 project management—early years: 1945–1960 38

3.2 project management begins to grow: 1970–1985 39

3.3 growth in competing constraints 40

3.4 rule of inversion 42

3.5 growth in measurement techniques 43

3.6 trade-offs 44

3.7 putting together components of success 45

3.8 new definition of success 46

3.9 understanding project failure 47

3.10 causes of project failure 50

Discussion questions 52

Chapter 4 Value-driven Project management 53

4.0 introduction 53

4.1 understanding today’s view of value 54

4.2 value modeling 56

4.3 value and leadership changes for pm 2.0 58

4.4 value-based trade-offs 62

4.5 need for value metrics 64

4.6 creating a value metric 64

4.7 displaying value metrics in a dashboard 71

4.8 selecting value attributes 72

4.9 additional complexities with value metrics 73

Discussion questions 76

Chapter 5 Growing importance of metrics With pm 2.0 77

5.0 introduction 77

5.1 enterprise resource planning 77

5.2 need for better project metrics 78

5.3 causes for lack of support for metrics Management 80

5.4 characteristics of a metric 81

5.5 metrics selection 82

5.6 key performance indicators 83

5.7 dashboards and scorecards 90

5.8 business intelligence 93

5.9 growth in dashboard information systems 93

5.10 selecting an infographics designer 94

5.11 project health check metrics 95

5.12 maintaining project’s direction 99

5.13 metrics and virtual teams 99

5.14 metric mania 100

5.15 metric training sessions 101

5.16 metric owners 102

5.17 a nswering metric questions 103

Discussion questions 103

Chapter 6 Project management Methodologies: 1.0 versus 2.0 105

6.0 introduction 105

6.1 pm 2.0 definition of project management Excellence 105

6.2 need for a methodology 106

6.3 need for an enterprise wide methodology 108

6.4 benefits of a standardized methodology 112

6.5 critical components 114

6.6 from methodologies to framework 116

6.7 life-cycle phases 116

6.8 d rivers for pm 2.0 client-centered Flexibility 117

6.9 understanding moving targets 118

6.10 need for client-specific metrics 119

6.11 business case development 119

6.12 validating assumptions 120

6.13 design freezes 123

6.14 customer approvals 124

6.15 agile project management methodology 125

6.16 implementing methodology 127

6.17 implementation blunders 128

6.18 overcoming development and implementation Barriers 128

6.19 using crisis dashboards with Methodologies 129

6.20 shutting down the project 138

Discussion questions 139

Chapter 7 Project governance 141

7.0 introduction 141

7.1 need for governance 141

7.2 defining project governance 142

7.3 project versus corporate governance 143

7.4 roles, responsibilities, and decision-making Authority 144

7.5 governance frameworks 145

7.6 three pillars of project governance 146

7.7 misinterpretation of information 151

7.8 filtering the information 152

7.9 understanding politics in project

7.10 managing global stakeholder relations 160

7.11 failure of project governance 161

7.12 saving distressed projects 162

Discussion questions 163

Chapter 8 Role of project manager in Strategic planning and Portfolio management 165

8.0 introduction 165

8.1 why strategic plans often fail 166

8.2 project management: executive Perspective 167

8.3 strategic planning: project management Perspective 167

8.4 generic strategic planning 169

8.5 benefits of project management 172

8.6 dispelling myths 173

8.7 ways that project management helps strategic Planning 176

8.8 transformational project management Leadership 179

8.9 project manager’s role in portfolio Management 183

8.10 value management and benefits realization 184

8.11 benefits realization metrics 193

8.12 portfolio management governance 195

Discussion questions 197

Chapter 9 R&D project management 199

9.0 introduction 199

9.1 role of r&d in strategic planning 200

9.2 product portfolio analysis 202

9.3 marketing involvement with r&d project

9.4 product life cycles 208

9.5 r&d project planning according to market Share 208

9.6 classification of r&d projects 209

9.7 research versus development 210

9.8 r&d ratio 211

9.9 offensive-versus-defensive r&d 212

9.10 modeling r&d planning function 213

9.11 priority setting 216

9.12 contract r&d 218

9.13 nondisclosure agreements, secrecy Agreements, and Confidentiality Agreements 219

9.14 government influence 219

9.15 sources of ideas 220

9.16 economic evaluation of projects 223

9.17 r&d project readjustments 225

9.18 project termination 227

9.19 tracking r&d performance 228

Discussion questions 228

Chapter 10 Problem solving and Decision making 229

10.0 introduction 229

10.1 understanding concepts 230

10.2 project environment: its impact on problem Solving and decision making 234

10.3 conceptual problem-solving and Decision-making process 236

10.4 identifying and understanding a problem 238

10.5 gathering problem-related data 242

10.6 analyzing data 249

10.7 developing alternative solutions 249

10.8 problem-solving tools and techniques 252

10.9 creativity and innovation 260

10.10 decision making: selecting best solution 263

10.11 decision making: tools and methods 273

10.12 evaluating decision and taking corrective Action 279

Discussion questions 282

Chapter 11 Need for project Management 283

11.0 background to project management maturity Models 283

11.1 some benefits of using a maturity model 284

11.2 determining amount of maturity needed 284

11.3 getting started 285

11.4 things can go wrong 285

11.5 choosing right maturity model 285

11.6 estimating time to reach maturity 286

11.7 strategic planning for project management Maturity 286

11.8 project management maturity model 287

11.9 pm 2.0 input into pmmm 291

Discussion questions 292

Chapter 12 Using the pmo to spearhead Pm 2.0 295

12.0 introduction 295

12.1 traditional project office 295

12.2 traditional pmo 296

12.3 implementation risks 297

12.4 specialized pmo 298

12.5 strategic pmo 299

12.6 networking pmos 300

12.7 trust of project governance 300

12.8 ways a pmo can fail 301

Discussion questions 309

Index 311

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