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Using the Project Management Maturity Model
Strategic Planning for Project Management
Harold Kerzner
- English
- ePUB (adapté aux mobiles)
- Disponible sur iOS et Android
Using the Project Management Maturity Model
Strategic Planning for Project Management
Harold Kerzner
Ă propos de ce livre
The industry validated Project Management Maturity Model developed by Dr. Harold Kerznerâupdated and expanded
Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK Âź GuideâSixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.
Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm's growth using PM 2.0 and PM 3.0.
- Features customizable maturity model assessment tools for organizations of all sizes
- Includes assessment questions updated to line up with PMBOKÂź Guideâ6th Edition
- Offers detailed guidance on applying the maturity model for Agile and Scrum
- Includes PowerPoint decks to aid in teaching the maturity model
Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management.
Foire aux questions
Informations
CHAPTER 1
The Need for Strategic Planning for Project Management
Introduction
Misconceptions
- Misconception: Project management will require more people and increase our overhead costs.
- Present view: Project management allows us to lower our cost of operations by accomplishing more work in less time and with fewer resources, without any sacrifice in quality or value.
- Misconception: Profitability may decrease.
- Present view: Profitability will increase.
- Misconception: Project management will increase the number of scope changes on projects, perhaps due to the project managerâs desire for extreme creativity.
- Present view: Project management provides us with better control of scope changes. Good project managers try to avoid unnecessary scope changes.
- Misconception: Because of multiple-boss reporting, project management will create organizational instability and increase the potential for conflicts.
- Present view: Project management makes the organization more efficient and effective through better application of organizational behavior principles.
- Misconception: Project management is really âeyewashâ for the customerâs benefit.
- Present view: Project management allows us to develop a closer working relationship with our customers. This can lead to increased business opportunities.
- Misconception: Project management will end up creating more problems than usual.
- Present view: Project management provides us with a structured process for effectively solving problems.
- Misconception: Project management is applicable only to large, long-term projects such as in the aerospace, defense, and construction industries.
- Present view: Virtually all projects in all industries can benefit from the principles of project management.
- Misconception: Project management will increase the potential for quality problems.
- Present view: Project management will increase the quality and value of our products and services.
- Misconception: Multiple-boss reporting will increase problems related to power and authority.
- Present view: Project management will reduce power/authority problems.
- Misconception: Project management focuses on suboptimization by looking at the project only.
- Present view: Project management allows us to make better decisions for the best interest of the company.
- Misconception: Project management delivers products to a customer.
- Present view: Project management delivers business solutions to a customer.
- Misconception: The cost of project management may make us noncompetitive.
- Present view: Project management will increase our business (and even enhance our reputation).
Project Management Becomes a Strategic Competency
- Project managers should no longer consider themselves as simply managing a project. Instead, they should see themselves as managing part of a business.
- Project managers are now expected to make both project- and business-related decisions, whereas previously most business-related decisions were made by the project sponsor or governance committee.
- Project managers are now managing both strategic as well as tactical projects. Previously, strategic activities were assigned to line managers rather than project managers.
- Project management is now seen as the delivery system for achieving strategic business objectives.
- Project management produces deliverables and outcomes that can be converted into business benefits and business value.
- Companies that wish to prepare for the future perform a study every year or two to determine which four or five career-path positions are an absolute necessity for the company to survive. Project management often makes the list and is now regarded as a strategic competency rather than just another career-path position.
- As a strategic competency, project managers are expected to have a better understanding than their predecessors had concerning the business itself and strategic planning.
General Strategic Planning
Table des matiĂšres
- Cover
- Title Page
- Copyright
- Preface
- Introduction
- CHAPTER 1 The Need for Strategic Planning for Project Management
- CHAPTER 2 The Need to Plan for Project Management Maturity
- CHAPTER 3 Customizing the PMMM
- CHAPTER 4 An Introduction to the Project Management Maturity Model (PMMM)
- CHAPTER 5 Level 1: Common Language
- CHAPTER 6 Level 2: Common Processes
- CHAPTER 7 Level 3: Singular Methodology
- CHAPTER 8 Level 4: Benchmarking
- CHAPTER 9 Level 5: Continuous Improvement
- CHAPTER 10 Sustainable Competitive Advantage
- CHAPTER 11 Advanced Project Management Maturity Assessments
- CHAPTER 12 How to Conduct a Project Management Maturity Assessment1
- CHAPTER 13 Using the PMMM to Extract Best Practices
- CHAPTER 14 Case Studies
- Appendix The Kerzner Project Management Maturity Model
- Index
- End User License Agreement