Using the Project Management Maturity Model: Strategic Planning for Project Management, 2/e

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Using the Project Management Maturity Model: Strategic Planning for Project Management, 2/e

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Description:

updated for today's businesses-a proven model FOR
assessment and ongoing improvementUsing the Project Management
Maturity Model, Second Edition is the updated edition of Harold Kerzner's
renowned book covering his Project Management Maturity Model (PMMM). In this
hands-on book, Kerzner offers a unique, industry-validated tool for helping
companies of all sizes assess and improve their progress in integrating
project management into every part of their organizations.Conveniently
organized into two sections, this Second Edition begins with an examination of
strategic planning principles and the ways they relate to project management.
In the second section, PMMM is introduced with in-depth coverage of the five
different levels of development for achieving maturity. Easily adaptable
benchmarking instruments for measuring an organization's progress along the
maturity curve make this a practical guide for any type of
company.Complete with an associated Web site packed with both teaching
and learning tools, Using the Project Management Maturity Model, Second
Edition helps managers, engineers, project team members, business consultants,
and others build a powerful foundation for company improvement and excellence.

 
Table of
Contents:

Foreword.
Foreword to the First Edition.
Preface.
Introduction.

1. The Need for Strategic Planning for
   Project Management.
   Introduction.
   Misconceptions.
   Wall Street Benefits.
   Stakeholders.
   Gap Analysis.
   Concluding Remarks.
2. Impact of Economic Conditions on
   Project Management.
   Introduction.
   Historical Basis.
3. Principles of Strategic Planning.

General Strategic Planning.
What Is Strategic Planning for Project
Management?
Executive Involvement.
The General Environment.
Critical Success Factors for Strategic Planning.

Qualitative Factors.
Organizational Factors.
Quantitative Factors.
Identifying Strategic Resources.
Why Does Strategic Planning for Project
Management Sometimes Fail?

1. An Introduction to the Project
   Management Maturity Model (PMMM).
   Introduction.
   The Foundation for Excellence.
   Overlap of Levels.
   Risks.
   Assessment Instruments.
2. Level 1: Common Language.

Introduction.
Roadblocks.
Advancement Criteria.
Risk.
Assessment Instrument for Level 1.
Questions.
Answer Key.
Explanation of Points for Level 1.

1. Level 2: Common Processes.

Introduction.
Life Cycles for Level 2.
Roadblocks.
Advancement Criteria.
Risk.
Overlapping Levels.
Assessment Instrument for Level 2.
Questions.
Explanation of Points for Level 2.

1. Level 3: Singular Methodology.

Introduction.
Integrated Processes.
Culture.
Management Support.
Informal Project Management.
Training and Education.
Behavioral Excellence.
Roadblocks.
Advancement Criteria.
Risk.
Overlapping Levels.
Assessment Instrument for Level 3.
Questions.
Answer Key.
Explanation of Points for Level 3.

1. Level 4: Benchmarking.

Introduction.
Characteristics.
The Project Office/Center of Excellence.
Benchmarking Opportunities.
Roadblocks.
Advancement Criteria.
Assessment Instrument for Level 4.
Questions.
Explanation of Points for Level 4.

1. Level 5: Continuous Improvement.

Characteristics.
Continuous Improvement Areas.
The Never-Ending Cycle.
Examples of Continuous Improvement.
Developing Effective Procedural Documentation.

Project Management Methodologies.
Continuous Improvement.
Capacity Planning.
Competency Models.
Managing Multiple Projects.
End-of-Phase Review Meetings.
Strategic Selection of Projects.
Portfolio Selection of Projects.
Horizontal or Project Accounting.
Organizational Restructuring.
Career Planning.
Assessment Instrument for Level 5.
Questions.
Explanation of Points for Level 5.

1. Sustainable Competitive
   Advantage.
   Introduction.
   Strategic Thrusts.
   The Need for Continuous Improvement.
   Project Management Competitiveness.
   Products versus Solutions.
   Enterprise Project Management.
   Engagement Project Management.
2. Special Problems with Strategic
   Planning for Project Management.
   Introduction.
   The Many Faces of Success.
   The Many Faces of Failure.
   Training and Education.
   Cultural Change Management.
   Partnerships.
   The Impact of Risk Control Measures.
   Dependencies between Risks.
   Selecting the Appropriate Response Mechanism.

Conclusions.

1. The Project Office.

Introduction.
The Project Office: 1950–1990.
The Project Office: 1990–2000.
The Project Office: 2000–Present.
Types of Project Offices.
Project Management Information Systems.
Dissemination of Information.
Mentoring.
Development of Standards and Templates.
Project Management Benchmarking.
Business Case Development.
Customized Training (Related to Project
Management).
Managing Stakeholders.
Continuous Improvement.
Capacity Planning.
Risks of Using a Project Office, Reporting and
Structure.
Reporting and Structure.

1. Six Sigma and the Project Management
   Office.
   Introduction.
   Traditional versus Nontraditional Six Sigma.

Understanding Six Sigma.
Six Sigma Myths.
Use of Assessments.
Project Selection.
Typical PMO Six Sigma Projects.

1. How to Conduct a Project Management
   Maturity Assessment.
   Introduction.
   Find Ways to Bypass the Corporate Immune System.

Explain Why You Are Doing This.
Pick the Model That Is Best for Your
Organization.
Maturity Models: How Do They Compare?
Create the Right Fit.
Choose an Appropriate Delivery Method.
Establish Responsibility.
Decide Who Should Participate.
Turn the Results into an Action Plan.
Develop a Remedial Training Curriculum.
Keep Top Management Informed.
Virtual Reporting.
Benchmark Your Results to Others.
Do It Again.

1. Understanding Best Practices.

Introduction.
What to Do with a Best Practice.
Critical Questions.
Levels of Best Practices.
Common Beliefs.
The Best Practices Library.
Case Studies.
Case 1: Packer Telecom.
Case 2: Luxor Technologies.
Case 3: Altex Corporation.
Case 4: Acme Corporation.
Case 5: Quantum Telecom.
Case 6: Lakes Automotive.
Case 7: Ferris HealthCare, Inc.
Case 8: Clark Faucet Company.
Case 9: Hyten Corporation.
Case 10: Como Tool and Die (A).
Case 11: Como Tool and Die (B).
Case 12: Macon Inc.
Case 13: The Trophy Project.
Case 14: The Blue Spider Project.
Case 15: Corwin Corporation.
Case 16: MIS Project Management at First National
Bank.
Index.

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