Project Management Next Generation: The Pillars for Organizational Excellence

ISBN-13: 9781119832270 / Angielski / Twarda / 2022 / 480 str.

Harold Kerzner; Al Zeitoun

Spis treści

Preface xi1 Pillar #1: Strategic Delivery Capability 11.0 Setting the Stage 11.1 Background 61.2 Line-of-Sight 81.3 Sustainable Competitive Advantage 81.4 High-Performance Teams 91.5 High-Performance Organizations 91.6 Strategic Competency 111.7 Background to Barriers 121.8 Excellence in Action: Medtronic 241.9 Strategically Improving 261.10 Innovation in Action: Repsol 271.11 Strategic Agility 341.12 Excellence in Action: Merck Kgaa 351.13 Excellence in Action: Cisco 381.14 Excellence in Action: Servicenow 471.15 Excellence in Action: Farm Credit Mid-America 491.16 Excellence in Action: Project Management United 641.17 Letter to Future Project Manager 71References 732 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives 772.0 What Makes Humanitarian Projects Different? 772.1 The Impact of Project Management Practices in Humanitarian Projects 772.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia 782.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned 892.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects 1032.5 16/6 Project in Haiti 1182.6 Conclusions 122References 1233 Pillar #3: Project Management Is Creating Innovative Cultures 1253.0 Background 1253.1 Introducing the Innovative Culture Model 1253.2 Balanced Alignment and Autonomy 1273.3 Excellence in Action: Sunrise UPC 1273.4 Innovation Competencies 1303.5 Excellence in Action: Bosch 1303.6 Blocking Off Time to Think 1473.7 Excellence in Action: 3M 1483.8 Refreshed Executive Role 1493.9 Excellence in Action: General Motors 1503.10 The Innovation Culture 1523.11 Excellence in Action: Apple 1523.12 Projects as Innovation Labs 1543.13 Excellence in Action: Samsung 1543.14 New Ways of Working 1553.15 Excellence in Action: Siemens 1563.16 Readying and Sustaining Tomorrow's Excellence Cultures 1593.17 A Future (Working) Day in the Life of the Program Manager 1603.18 Excellence in Action: Solvo360 1633.19 Excellence in Action: Texas Instruments 1694 Pillar #4: Digitalization Is Central to Delivering Projects' Promises 1734.0. Background 1734.1 Excellence in Action: ASGC 1744.2 Digitalization and Projects Framework 1804.3 Experimenting Capacity 1824.4 Excellence in Action: ServiceNow 1824.5 Context-Driven Planning 1854.6 Excellence in Action: Progressive Insurance 1864.7 Co-Creation 1904.8 Growth in Information Warehouses 1904.9 Knowledge Repositories 1914.10 The Need for Business Intelligence Systems 1944.11 Big Data 1944.12 Top Seven Things to Consider When Choosing a BI Tool 1964.13 Stop Treating Business Intelligence Projects as IT Projects 1984.14 Dashboards vs. Reports: Which One Should You Go With? 2004.15 Mapping Dashboards to Objectives 2024.16 Virtual Teams Engagement 2034.17 Excellence in Action: IBM 2044.18 Outcomes-Focused Work 2184.19 Excellence in Action: Dubai Customs 2194.20 Ever-Changing Ways of Working 2214.21 Excellence in Action: Wuttke & Team 2214.22 Digitalization and Projects Path Forward 2265 Pillar 5: Evolving Project Delivery Skills 2275.0 The Changing Landscape 2275.1 Problem Solving and Decision-Making 2285.2 Brainstorming 2515.3 Design Thinking 2575.4 Excellence in Action: Disney 260References 2686 Pillar 6: New Forms of Project Leadership 2716.0 Introduction 2716.1 Issues with Leadership Studies 2716.2 Selecting the Leader 2726.3 Introduction to Leadership Styles 2726.4 Project Management Challenges 2756.5 Leadership and Cultures 2766.6 Excellence in Action: Project Leadership for the Smart Mission 2776.7 Leadership and Stakeholder Relations Management 2796.8 The Changing Leadership Landscape 2906.9 Servant Leadership 2926.10 Social Project Management Leadership 2946.11 The Growth in Importance of Crisis Leadership 2956.12 The Growth in Competency Models 3016.13 Project Management Core Competency Models 3036.14 Excellence in Action: Eli Lilly 3046.15 Conclusions 313References 3137 Pillar 7: Organizational Cultural Shift to the Project Way of Working 3157.0 Introduction 3157.1 The Need for Cultural Shift 3157.2 Excellence in Action: GEA Project Management in GEA Process Engineering: Our Vision for the Future 3187.3 Excellence in Action: Norte Energia Belo Monte Hydroelectric Power Plant 3247.4 Conclusions 349References 3498 Pillar 8: Adaptive Frameworks and Life Cycles 3518.0 Background 3518.1 The Risks of Using a Singular Methodology 3528.2 Project Management Landscape Changes 3538.3 The Need for Multiple Flexible Methodologies 3538.4 Selecting the Right Framework 3568.5 Be Careful What You Wish For 3578.6 Strategic Selection Implications 3588.7 Excellence in Action: ServiceNow 3598.8 Excellence in Action: The International Institute for Learning 3618.9 The Fuzzy Front End 3678.10 Line-of-Sight 3708.11 Establishing Gates 3708.12 The Future Fuzzy Front Gates 3718.13 Excellence in Action: IdeaScale 3728.14 Project Selection Criteria 3758.15 Excellence in Action: AstraZeneca 3778.16 Excellence in Action: Airbus 3918.17 Partnership Fuzzy Front Ends 3938.18 Excellence in Action: Facebook 3948.19 Life-Cycle Phases 3958.20 Project Closure 3998.21 Excellence in Action: Motorola 4008.22 New Causes of Complete or Partial Failure 4018.23 Conclusion 401References 4029 Pillar 9: Evolving Nature of PMOs and Governance 4039.0 Introduction 4039.1 How Governance Can Be Applied in an Agile and Volatile World 4039.2 Excellence in Action: SITA - Airport Systems Integration Projects Cry for Flexible Governance 4049.3 Excellence in Action: ServiceNow - From Project Management to Strategy Realization 4069.4 Excellence in Action: PMO Global Alliance - PMOs in Transformation 4109.5 Excellence in Action: Determining the Mathematical ROI of a PMO Implementation 4239.6 Conclusions 436References 43610 Pillar #10: Significant Growth in Value-Driven and Business-Related Metrics 43910.0 The Growth of Project Metrics 43910.1 The Growth of Metric Measurement Techniques 44010.2 Selecting the Right Metrics 44210.3 Benefits Realization and Value Management 44310.4 Measuring Benefits and Value 44710.5 Excellence in Action: Philips Business Group Hospital Patient Monitoring 44910.6 Metrics for Measuring Intangibles 46610.7 The Need for Strategic Metrics 46810.8 Project Health Checks 47110.9 Action Items 47510.10 Failure of Traditional Metrics and KPIs 47610.11 Establishing a Metrics Management Program 47710.12 Conclusion 478About the Authors 479Index 481

O autorze

Harold Kerzner, PhD, is Senior Executive Director for Project, Program, and Portfolio Management at the International Institute of Learning, Inc.Al Zeitoun, PhD, has over 30 years' experience in project management and strategic change delivering operational excellence for large corporations.Ricardo Viana Vargas, PhD, is a chief advocate in the project economy passionate about transforming ideas into action. He is the host of the 5 Minutes Podcast and is the author of 15 books on project, risk, and crisis management.