Project Management Best Practices

Culture in Place 84 2.13 Migraines Due to Politics 85 2.14 Migraines Caused by the Seven Deadly Sins 92 2.15 Sources of Smaller Headaches 106 2.16 Ten Uglies of Projects 109 3 Journey to Excellence 119 3.0 Introduction 119 3.1 Strategic Planning for Project Management 122 3.2 Roadblocks to Excellence 130 3.3 Pain Points 131 3.4 Hitachi Ltd. 138 References 144 3.5 Farm Credit Mid- America Best Practices 150 References 154 3.6 NCS Integrated Delivery Methods (IDM) & Project Management Method (PMM) 155 3.7 Managing Change within Research and Development at Business Area Networks, Ericsson 162 3.8 Intel Corporation and "Map Days" 170 3.9 Apple Computer and Cell Phones 170 3.10 The Light at the End of the Tunnel 171 3.11 Managing Assumptions 173 3.12 Project Governance 174 3.13 Seven Fallacies That Delay Project Management Maturity 175 3.14 Motorola 178 3.15 Texas Instruments 179 3.16 Naviair: On Time-- On Budget 180 3.17 Avalon Power and Light 190 3.18 Roadway Express 191 3.19 Kombs Engineering 193 3.20 Williams Machine Tool Company 194 4 Project Management Methodologies 197 4.0 Introduction 197 4.1 Excellence Defined 198 4.2 Recognizing the Need for Methodology Development 198 4.3 Enterprise Project Management Methodologies 202 4.4 Benefits of a Standard Methodology 207 4.5 Critical Components 208 4.6 Valmet Customer Project Management 211 4.7 Project Quality Gates-- Structured Approach to Ensure Project Success 214 4.8 Técnicas Reunidas 219 4.9 Sony Corporation and Earned Value Management 225 Further Reading 229 4.10 Project Management Tools and Socialized Project Management 229 4.11 Artificial Intelligence and Project Management 230 4.12 Life- Cycle Phases 232 4.13 Expanding Life- Cycle Phases 233 4.14 Churchill Downs Incorporated 234 4.15 Indra: The Need for a Methodology 235 4.16 Implementing the Methodology 237 4.17 Implementation Blunders 238 4.18 Overcoming Development and Implementation Barriers 238 4.19 Wärtsilä: Recognizing the Need for Supporting Tools 239 4.20 General Motors Powertrain Group 240 4.21 Indra: Closing the Project 242 4.22 When Traditional Methodologies May Not Work 244 5 Integrated Processes 249 5.0 Introduction 249 5.1 Understanding Integrated Management Processes 250 5.2 Evolution of Complementary Project Management Processes 251 5.3 Total Quality Management 255 5.4 Concurrent Engineering 260 5.5 Risk Management 261 5.6 Wärtsilä: The Need for Proactive Risk Management 264 5.7 Indra: When a Risk Becomes Reality (Issue Management) 266 5.8 The Failure of Risk Management 269 5.9 Defining Maturity Using Risk Management 270 5.10 Boeing Aircraft Company 271 5.11 Change Management 271 5.12 Other Management Processes 272 6 Culture 275 6.0 Introduction 275 6.1 Creation of a Corporate Culture 276 6.2 Corporate Values 278 6.3 Types of Cultures 279 6.4 Corporate Cultures at Work 281 6.5 GEA and Heineken Collaboration: A Learning Experience 284 6.6 Indra: Building a Cohesive Culture 294 6.7 Barriers to Implementing Project Management in Emerging Markets 298 7 Management Support 307 7.0 Introduction 307 7.1 Visible Support from Senior Managers 307 7.2 Project Sponsorship 308 7.3 Excellence in Project Sponsorship 313 7.4 When Sponsorship Fails 313 References 320 7.5 The Need for a Project Cancellation Criteria 320 7.6 Project Governance 321 7.7 Tokio Marine: Excellence in Project Governance 324 7.8 Empowerment of Project Managers 330 7.9 Management Support at Work 331 7.10 Getting Line Management Support 334 7.11 Initiation Champions and Exit Champions 334 8 Training and Education 339 8.0 Introduction 339 8.1 Training for Modern Project Management 339 8.2 Need for Business Education 341 8.3 SAP: Importance of a Project Management Career Path 342 8.4 International Institute for Learning 343 8.5 Identifying the Need for Training 348 8.6 Selecting Participants 349 8.7 Fundamentals of Project Management Education 349 8.8 Some Changes in Project Management Education 350 8.9 Designing Courses and Conducting Training 352 8.10 Measuring the Return on Investment in Education 354 8.11 Project Management is Now a Profession 356 8.12 Competency Models 357 9 Informal Project Management 359 9.0 Introduction 359 9.1 Informal Versus Formal Project Management 359 9.2 Trust 362 9.3 Communication 363 9.4 Cooperation 366 9.5 Teamwork 366 9.6 Color- Coded Status Reporting 367 9.7 Crisis Dashboards 368 9.8 The Risks of Using Informal Project Management 370 10 Behavioral Excellence 373 10.0 Introduction 373 10.1 Situational Leadership 373 10.2 Cultural Intelligence 376 10.3 Emotional Intelligence 377 10.4 Conflict Resolution 378 10.5 Staffing for Excellence 381 10.6 Virtual Project Teams 382 10.7 Rewarding Project Teams 384 10.8 Keys to Behavioral Excellence 387 10.9 Proactive Versus Reactive Management 391 11 Measuring Return on Investment on Project Management Training Dollars 397 11.0 Introduction 397 11.1 Project Management Benefits 398 11.2 Growth of ROI Modeling 399 11.3 The ROI Model 400 11.4 Planning Life- Cycle Phase 401 11.5 Data Collection Life- Cycle Phase 402 11.6 Data Analysis Life- Cycle Phase 405 11.7 Reporting Life- Cycle Phase 409 11.8 Education and ROI Challenges 410 11.9 Conclusions 411 12 The Project Management Office 413 12.0 Introduction 413 12.1 Boeing 415 12.2 KAUST IT PMO: Building Capabilities 417 12.3 Philips Hospital Patient (HPM) Services and Solution Deliverability 420 12.4 Churchill Downs Incorporated: Establishing a PMO 433 12.5 Churchill Downs Incorporated: Managing Scope Changes 435 12.6 Project Management Office - Blitzscaling at Nanoform 439 Acknowledgments 450 Further Reading 450 12.7 Types of Project Offices 451 12.8 Project Audits and the PMO 452 12.9 PMO of the Year Award 453 13 Six Sigma And The Project Management Office 455 13.0 Introduction 455 13.1 Project Management-- Six Sigma Relationship 455 13.2 Involving the PMO 456 13.3 Traditional Versus Nontraditional Six Sigma 457 13.4 Understanding Six Sigma 459 13.5 Six Sigma Myths 462 13.6 Use of Assessments 464 13.7 Project Selection 467 13.8 Typical PMO Six Sigma Projects 469 14 Project Portfolio Management 471 14.0 Introduction 471 14.1 Involvement of Senior Management, Stakeholders, and the PMO 472 14.2 Project Selection Obstacles 477 14.3 Role of the Project Manager in Project Selection 477 References 483 14.4 Identification of Projects 484 14.5 Preliminary Evaluation 488 14.6 Strategic Selection of Projects 489 14.7 Strategic Timing 492 14.8 Analyzing the Portfolio 493 14.9 Problems with Meeting Expectations 495 14.10 Misalignment Issues 497 References 502 14.11 Post- Failure Success Analysis 502 14.12 Conclusion 507 References 507 15 Global Project Management Excellence 509 15.0 Introduction 509 15.1 IBM 510 15.2 Deloitte: Enterprise Program Management 529 15.3 COMAU 551 15.4 IPLM: Enabling Excellence in a Digitally Transformed Future of Work 559 16 Value- Driven Project Management 567 16.0 Introduction 567 16.1 Value Over the Years 568 16.2 Values and Leadership 570 17 Effects of Mergers and Acquisitions on Project Management 587 17.0 Introduction 587 17.1 Planning for Growth 587 17.2 Project Management Value- Added Chain 588 17.3 Preacquisition Decision Making 591 17.4 Landlords and Tenants 596 17.5 Some Best Practices When Companies Work Together 597 17.6 Integration Results 598 17.7 Value Chain Strategies 600 17.8 Failure and Restructuring 602 18 Agile and Scrum 605 18.0 Introduction 605 18.1 Introduction to Agile Delivery 607 18.2 Introduction to Scrum 622 18.3 Deloitte and Enterprise Value Delivery for Agile Method 638 18.4 Best Practices in Project Management Based on the Agile Operating Model Implementation by Deloitte 644 18.5 The Risk of Metric Mania 653 18.6 Conclusions and Recommendations 656 19 Benefits Realization and Value Management 659 19.0 Introduction 659 19.1 Understanding the Terminology 659 19.2 Redefining Project Success 662 19.3 Value- Drive Project Management 664 19.4 Benefits Harvesting 665 19.5 The Business Case 666 19.6 Timing for Measuring Benefits and Value 668 19.7 Investment Life- Cycle Phases 668 19.8 Categories of Benefits and Value 673 19.9 Converting Benefits to Value 676 19.10 Go- Live Project Management 676 19.11 Portfolio Benefits and Value 677 19.12 Alignment to Strategic Objectives 678 19.13 Causes of Complete or Partial BRM Failure 681 19.14 Conclusion 681 Index 683