Advanced Project Management

HAROLD KERZNER, PH.D., is Professor of Systems Management at Baldwin-Wallace College in Ohio and President of Project Management Associates, a consulting and training firm that conducts seminars for leading U.S. and international corporations.

• Preface xv1 The Growth of Project Management 11.0 Introduction 11.1 Understanding Project Management 11.2 Resistance to Change 41.3 Strategic Imperatives for Project Management 91.4 Project Management Life Cycle 131.5 Excellence in Project Management 161.6 Selection of Companies as Examples 18Multiple Choice Questions 22Discussion Questions 25Crossword 272 Success, Maturity, And Excellence: Definitions 292.0 Introduction 292.1 Early Definitions of Success 292.2 Modern Definitions of Success 302.3 Project Management Maturity 342.4 Critical Success Factors in Project Management 422.5 Definition of Excellence 432.6 Best Practices in Project Management 462.7 A Structured Approach 462.8 Myths 56Multiple Choice Questions 57Discussion Questions 60Crossword 613 The Driving Forces for Maturity 633.0 Introduction 633.1 Capital Projects 643.2 Customers’ Expectations 653.3 Competitiveness 733.4 Executive Managers’ Buy-In 753.5 New Product Development 793.6 Efficiency and Effectiveness 813.7 Company Survival 833.8 Other Driving Forces 88Multiple Choice Questions 88Discussion Questions 92Crossword 934 Project Management Methodologies 954.0 Introduction 954.1 Examples of Methodology Development 964.2 Overcoming Development and Implementation Barriers 1054.3 Critical Components 1144.4 Benefits of a Standard Methodology 1244.5 Implementing the Methodology 1324.6 Project Management Tools 142Multiple Choice Questions 147Discussion Questions 150Crossword 1515 Strategic Planning for Excellence in Project Management 1535.0 Introduction 1535.1 Influence of Economic Conditions 1535.2 What Is General Strategic Planning? 1565.3 What Is Strategic Planning for Project Management? 1575.4 Critical Success Factors for Strategic Planning 1635.5 Identifying Strategic Resources 1715.6 Strategic Selection of Projects 1755.7 Horizontal Accounting 1795.8 Continuous Improvement 1815.9 Why Does Strategic Planning for Project Management Fail? 1865.10 Strategic Planning in Action 1885.11 Organizational Restructuring 1915.12 Career Planning 1925.13 The Project Management Maturity Model 1935.14 How to Conduct a PM Maturity Assessment 197Multiple Choice Questions 208Discussion Questions 211Crossword 2136 The Maturity of Modern Project Management 2156.0 Introduction 2156.1 Classification of Changes 2156.2 Classification of Companies 2176.3 Recessionary Effects 2196.4 Global Pressures 2206.5 Concurrent Engineering 2226.6 Project Objectives 2246.7 Definition of Success 2256.8 Velocity of Change 2266.9 Management Style 2276.10 Authority and Job Descriptions 2286.11 Evaluation of Team Members 2296.12 Accountability 2306.13 Project Management Skills 2316.14 Planning Hours/Dollars 2346.15 Education and Training 2356.16 Project Sponsorship 2366.17 Project Failures 2376.18 Maturity and Immaturity 238Multiple Choice Questions 239Discussion Questions 242Crossword 2437 Project Portfolio Management 2457.0 Introduction 2457.1 Involvement of Senior Management and Stakeholders 2467.2 Project Selection Obstacles 2487.3 Identification of Projects 2497.4 Preliminary Evaluaiton 2537.5 Strategic Selection of Projects 2547.6 Strategic Timing 2577.7 Analyzing the Portfolio 2587.8 Problems with Meeting Expectations 259Multiple Choice Questions 263Discussion Questions 265Crossword 2678 The Project Office 2698.0 Introduction 2698.1 The Project Office: 1950–1990 2698.2 The Project Office: 1990–2000 2708.3 The Project Office: 2000–Present 2728.4 Types of Project Offices 2788.5 Project Management Information Systems 2988.6 Dissemination of Information 3068.7 Mentoring 3068.8 Development of Standards and Templates 3078.9 Project Management Benchmarking 3088.10 Business Case Development 3098.11 Customized Training (Related to Project Management) 3108.12 Managing Stakeholders 3138.13 Continuous Improvement 3148.14 Capacity Planning 3168.15 Risks of Using a Project Office 3178.16 Project Office Excellence: A Case Study of Johnson Controls, Inc. (JCI) Automotive Systems Group (ASG) 3188.17 Reporting and Structure 321Multiple Choice Questions 322Discussion Questions 324Crossword 3259 Integrated Processes 3279.0 Introduction 3279.1 Understanding Integrated Management Processes 3279.2 Evolution of Complementary Project Management Processes 3299.3 Total Quality Management 3339.4 Concurrent Engineering 3359.5 Risk Management 3369.6 Change Management 3509.7 Other Management Processes 3529.8 Integrated Processes at Work 352Multiple Choice Questions 359Discussion Questions 362Crossword 36410 Culture 36510.0 Introduction 36510.1 Creation of a Corporate Culture 36610.2 Corporate Values 37510.3 Types of Cultures 38010.4 Shared Accountability and Multiple-Boss Reporting 38110.5 Shared Rewards 38210.6 Prioritization of Work 38310.7 Corporate Cultures at Work 383Multiple Choice Questions 396Discussion Questions 400Crossword 40111 Management Support 40311.0 Introduction 40311.1 Visible Support from Senior Managers 40311.2 Project Sponsorship 40411.3 Excellence in Project Sponsorship 40811.4 Empowerment of Project Managers 40911.5 Management Support at Work 412Multiple Choice Questions 414Discussion Questions 417Crossword 41812 Training and Education 41912.0 Introduction 41912.1 Training for Modern Project Management 42012.2 Identifying the Need for Training 42612.3 Selecting the Students 42712.4 Fundamentals of Project Management Education 42712.5 Designing the Courses and Conducting the Training 42812.6 Measuring the Return on Investment 43212.7 Competency Models 43412.8 Training and Education at Work 450Multiple Choice Questions 456Discussion Questions 459Crossword 46013 Informal Project Management 46113.0 Introduction 46113.1 Informal versus Formal Project Management 46113.2 Trust 46413.3 Communication 46513.4 Cooperation 46913.5 Teamwork 46913.6 Color-Coded Status Reporting 47013.7 Informal Project Management at Work 472Multiple Choice Questions 474Discussion Questions 476Crossword 47814 Behavioral Excellence 47914.0 Introduction 47914.1 Situational Leadership 47914.2 Conflict Resolution 48214.3 Staffing for Excellence 48414.4 Integrated Product/Project Teams 48614.5 Virtual Project Teams 49414.6 Rewarding Project Teams 49614.7 Keys to Behavioral Excellence 499Multiple Choice Questions 502Discussion Questions 505Crossword 50715 The Effect of Mergers and Acquisitions on Project Management 50915.0 Introduction 50915.1 Planning for Growth 50915.2 The Project Management Value-Added Chain 51015.3 Preacquisition Decision-Making 51315.4 Landlords and Tenants 51915.5 Best Practices: A Case Study on Johnson Controls, Inc. 52015.6 Integration Results 52415.7 Value Chain Strategies 52615.8 Failure and Restructuring 528Multiple Choice Questions 529Discussion Questions 531Crossword 53316 Rising Stars and Future Directions 53516.0 Introduction 53516.1 Computer Associates 53516.2 Lear 54916.3 Texas Instruments 55516.4 Sun Microsystems 56016.5 Motorola System Solution Group 57116.6 Nortel Networks 57316.7 Battelle Memorial Institute 57416.8 Johnson Controls 57616.9 Metzeler Automotive Profile System 57916.10 EDS 58316.11 USAA 58516.12 Changing Times 586Appendixes 591A: Quality Awards at Johnson Controls Automotive Systems Group 591B: Project Management Maturity Questionnaire 595C: Project Management Excellence Questionnaire 599D: Software Development Methodology at Computer Associates 609E: Best Practices Library Development at Computer Associates 617F: Post Project Assessment Process at Computer Associates 631Case Studies 637Case 1: Clark Faucet Company 637Case 2: Photolite Corporation (A) 640Case 3: Photolite Corporation (B) 642Case 4: Photolite Corporation (C) 645Case 5: Photolite Corporation (D) 650Case 6: Continental Computer Corporation 655Case 7: Goshe Corporation 659Case 8: Hyten Corporation 664Case 9: Acorn Industries 674Case 10: Mohawk National Bank 680Case 11: First Security Bank of Cleveland 683Case 12: Como Tool and Die (A) 686Case 13: Como Tool and Die (B) 689Case 14: Apache Metals, Inc. 691Case 15: Cordova Research Group 693Case 16: Cortez Plastics 694Case 17: Haller Specialty Manufacturing 695Case 18: Macon, Inc. 696Case 19: Jones and Shephard Accountants 698Case 20: The Trophy Project 701Case 21: The Blue Spider Project 704Case 22: Corwin Corporation 716Case 23: Denver International Airport 725Case 24: MIS Project Management at First National Bank 757Case 25: Concrete Masonry Corporation 767Case 26: Construction of a Gas Testing Laboratory in Iran 774Case 27: The Space Shuttle Challenger Disaster 781Case 28: Phillip Condit and the Boeing 777: From Design and Development to Production and Sales 819Index 839