Project Management Best Practices

Chapter 1: Understanding Best Practices

• • 1.0 Introduction
• • 1.1 Wärtsilä
• • 1.2 Project Management Best Practices: 1945–1960
• • 1.3 Project Management Best Practices: 1960–1985
• • 1.4 Project Management Best Practices: 1985–2016
• • 1.5 Project Management Best Practices: 2016–Present
• • 1.6 Benefits Management Practice at Dubai Customs
• • 1.7 An Executive’s View of Project Management
• • 1.8 The Growth of Nontraditional Projects
• • 1.9 The Growth of the VUCA Environment
• • 1.10 The Impact of the COVID- 19 Pandemic on Project Management
• • 1.11 General Motors and Ventilators
• • 1.12 Best Practices Process
• • 1.13 Step 1: Definition of a Best Practice
• • 1.14 Step 2: Seeking Out Best Practices
• • 1.15 Dashboards and Scorecards
• • 1.16 Key Performance Indicators
• • 1.17 Manufacturing Best Practices in Action
• • 1.18 Step 3: Validating the Best Practice
• • 1.19 Step 4: Levels of Best Practices
• • 1.20 Step 5: Management of Best Practices
• • 1.21 Step 6: Revalidating Best Practices
• • 1.22 Step 7: What to Do with a Best Practice
• • 1.23 Step 8: Communicating Best Practices Across the Company
• • 1.24 Step 9: Ensuring Usage of the Best Practices
• • 1.25 Common Beliefs
• • 1.26 The Dark Side of Project Management Best Practices
• • 1.27 Best Practices Library
• • 1.28 Determining the Value of a Best Practice
• • 1.29 ARAMCO Bolsters Innovation through Cutting- Edge Ideas

Chapter 2: From Best Practice to Migraine Headache

• • 2.0 Introduction
• • 2.1 Good Intentions Becoming Migraines
• • 2.2 Enterprise Project Management Methodology Migraine
• • 2.3 Trade- Off Migraine
• • 2.4 Customer Satisfaction Migraine
• • 2.5 Migraine Resulting from Responding to Changing Customer Requirements
• • 2.6 Reporting Level of the PMO Migraine
• • 2.7 Cash Flow Dilemma Migraine
• • 2.8 Scope Change Dilemma Migraine
• • 2.9 Outsource or Not Migraine
• • 2.10 Determining When to Cancel a Project Migraine
• • 2.11 Providing Project Awards Migraine
• • 2.12 Migraine from Having the Wrong Culture in Place
• • 2.13 Migraines Due to Politics
• • 2.14 Migraines Caused by the Seven Deadly Sins
• • 2.15 Sources of Smaller Headaches
• • 2.16 Ten Uglies of Projects

Chapter 3: Journey to Excellence

• • 3.0 Introduction
• • 3.1 Strategic Planning for Project Management
• • 3.2 Roadblocks to Excellence
• • 3.3 Pain Points
• • 3.4 Hitachi Ltd.
• • References
• • 3.5 Farm Credit Mid- America Best Practices
• • 3.6 NCS Integrated Delivery Methods (IDM) & Project Management Method (PMM)
• • 3.7 Managing Change within Research and Development at Business Area Networks, Ericsson
• • 3.8 Intel Corporation and “Map Days”
• • 3.9 Apple Computer and Cell Phones
• • 3.10 The Light at the End of the Tunnel
• • 3.11 Managing Assumptions
• • 3.12 Project Governance
• • 3.13 Seven Fallacies That Delay Project Management Maturity
• • 3.14 Motorola
• • 3.15 Texas Instruments
• • 3.16 Naviair: On Time— On Budget
• • 3.17 Avalon Power and Light
• • 3.18 Roadway Express
• • 3.19 Kombs Engineering
• • 3.20 Williams Machine Tool Company

Chapter 4: Project Management Methodologies

• • 4.0 Introduction
• • 4.1 Excellence Defined
• • 4.2 Recognizing the Need for Methodology Development
• • 4.3 Enterprise Project Management Methodologies
• • 4.4 Benefits of a Standard Methodology
• • 4.5 Critical Components
• • 4.6 Valmet Customer Project Management
• • 4.7 Project Quality Gates— Structured Approach to Ensure Project Success
• • 4.8 Técnicas Reunidas
• • 4.9 Sony Corporation and Earned Value Management
• • Further Reading
• • 4.10 Project Management Tools and Socialized Project Management
• • 4.11 Artificial Intelligence and Project Management
• • 4.12 Life- Cycle Phases
• • 4.13 Expanding Life- Cycle Phases
• • 4.14 Churchill Downs Incorporated
• • 4.15 Indra: The Need for a Methodology
• • 4.16 Implementing the Methodology
• • 4.17 Implementation Blunders
• • 4.18 Overcoming Development and Implementation Barriers
• • 4.19 Wärtsilä: Recognizing the Need for Supporting Tools
• • 4.20 General Motors Powertrain Group
• • 4.21 Indra: Closing the Project
• • 4.22 When Traditional Methodologies May Not Work

Chapter 5: Integrated Processes

• • 5.0 Introduction
• • 5.1 Understanding Integrated Management Processes
• • 5.2 Evolution of Complementary Project Management Processes
• • 5.3 Total Quality Management
• • 5.4 Concurrent Engineering
• • 5.5 Risk Management
• • 5.6 Wärtsilä: The Need for Proactive Risk Management
• • 5.7 Indra: When a Risk Becomes Reality (Issue Management)
• • 5.8 The Failure of Risk Management
• • 5.9 Defining Maturity Using Risk Management
• • 5.10 Boeing Aircraft Company
• • 5.11 Change Management
• • 5.12 Other Management Processes

Chapter 6: Culture

• • 6.0 Introduction
• • 6.1 Creation of a Corporate Culture
• • 6.2 Corporate Values
• • 6.3 Types of Cultures
• • 6.4 Corporate Cultures at Work
• • 6.5 GEA and Heineken Collaboration: A Learning Experience
• • 6.6 Indra: Building a Cohesive Culture
• • 6.7 Barriers to Implementing Project Management in Emerging Markets

Chapter 7: Management Support

• • 7.0 Introduction
• • 7.1 Visible Support from Senior Managers
• • 7.2 Project Sponsorship
• • 7.3 Excellence in Project Sponsorship
• • 7.4 When Sponsorship Fails
• • References
• • 7.5 The Need for a Project Cancellation Criteria
• • 7.6 Project Governance
• • 7.7 Tokio Marine: Excellence in Project Governance
• • 7.8 Empowerment of Project Managers
• • 7.9 Management Support at Work
• • 7.10 Getting Line Management Support
• • 7.11 Initiation Champions and Exit Champions

Chapter 8: Training and Education

• • 8.0 Introduction
• • 8.1 Training for Modern Project Management
• • 8.2 Need for Business Education
• • 8.3 SAP: Importance of a Project Management Career Path
• • 8.4 International Institute for Learning
• • 8.5 Identifying the Need for Training
• • 8.6 Selecting Participants
• • 8.7 Fundamentals of Project Management Education
• • 8.8 Some Changes in Project Management Education
• • 8.9 Designing Courses and Conducting Training
• • 8.10 Measuring the Return on Investment in Education
• • 8.11 Project Management is Now a Profession
• • 8.12 Competency Models

Chapter 9: Informal Project Management

• • 9.0 Introduction
• • 9.1 Informal Versus Formal Project Management
• • 9.2 Trust
• • 9.3 Communication
• • 9.4 Cooperation
• • 9.5 Teamwork
• • 9.6 Color- Coded Status Reporting
• • 9.7 Crisis Dashboards
• • 9.8 The Risks of Using Informal Project Management

Chapter 10: Behavioral Excellence

• • 10.0 Introduction
• • 10.1 Situational Leadership
• • 10.2 Cultural Intelligence
• • 10.3 Emotional Intelligence
• • 10.4 Conflict Resolution
• • 10.5 Staffing for Excellence
• • 10.6 Virtual Project Teams
• • 10.7 Rewarding Project Teams
• • 10.8 Keys to Behavioral Excellence
• • 10.9 Proactive Versus Reactive Management

Chapter 11: Measuring Return on Investment on Project Management Training Dollars

• • 11.0 Introduction
• • 11.1 Project Management Benefits
• • 11.2 Growth of ROI Modeling
• • 11.3 The ROI Model
• • 11.4 Planning Life- Cycle Phase
• • 11.5 Data Collection Life- Cycle Phase
• • 11.6 Data Analysis Life- Cycle Phase
• • 11.7 Reporting Life- Cycle Phase
• • 11.8 Education and ROI Challenges
• • 11.9 Conclusions

Chapter 12: The Project Management Office

• • 12.0 Introduction
• • 12.1 Boeing
• • 12.2 KAUST IT PMO: Building Capabilities
• • 12.3 Philips Hospital Patient (HPM) Services and Solution Deliverability
• • 12.4 Churchill Downs Incorporated: Establishing a PMO
• • 12.5 Churchill Downs Incorporated: Managing Scope Changes
• • 12.6 Project Management Office - Blitzscaling at Nanoform
• • Acknowledgments
• • Further Reading
• • 12.7 Types of Project Offices
• • 12.8 Project Audits and the PMO
• • 12.9 PMO of the Year Award

Chapter 13: Six Sigma And The Project Management Office

• • 13.0 Introduction
• • 13.1 Project Management— Six Sigma Relationship
• • 13.2 Involving the PMO
• • 13.3 Traditional Versus Nontraditional Six Sigma
• • 13.4 Understanding Six Sigma
• • 13.5 Six Sigma Myths
• • 13.6 Use of Assessments
• • 13.7 Project Selection
• • 13.8 Typical PMO Six Sigma Projects

Chapter 14: Project Portfolio Management