Value–Driven Project Management

<p>Preface vii</p>
<p>Acknowledgments xi</p>
<p>International Institute for Learning, Inc. (IIL) xii</p>
<p>Chapter 1: HOW PROJECT MANAGEMENT HAS CHANGED 1</p>
<p>Why Traditional Project Management May Not Work 2</p>
<p>Today s View of Project Management 8</p>
<p>Changing Views of Project Management 16</p>
<p>Recognizing the Need for Change 46</p>
<p>Chapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS 49</p>
<p>Changing Times 50</p>
<p>Not Meeting the Triple Constraint 52</p>
<p>Defining Project and Program Success 54</p>
<p>Redefining the Triple Constraint Success Criteria 56</p>
<p>Definition of Success 58</p>
<p>Chapter 3: THE IMPORTANCE OF VALUE 61</p>
<p>Success 62</p>
<p>Types of Value 64</p>
<p>Return on Investment (ROI) 66</p>
<p>Types of Business Values 68</p>
<p>Changing Values 70</p>
<p>Chapter 4: THE STAKEHOLDERS VIEW OF VALUE 103</p>
<p>Stakeholder Perception 104</p>
<p>Classification of Stakeholders 106</p>
<p>The Sydney, Australia, Opera House 108</p>
<p>Apple s Lisa Computer 112</p>
<p>Denver International Airport 116</p>
<p>Balancing Stakeholders Needs 120</p>
<p>Traditional Conflicts over Values 122</p>
<p>Project Management Value Conflicts 124</p>
<p>Value Perceptions within a Project 126</p>
<p>Chapter 5: THE COMPONENTS OF SUCCESS 129</p>
<p>Four Cornerstones of Success 130</p>
<p>Categories of Success 132</p>
<p>Categories of Values 134</p>
<p>Deciding on the Quadrant 138</p>
<p>Internal Values 140</p>
<p>Financial Values 142</p>
<p>Future Values 144</p>
<p>Customer–Related Values 146</p>
<p>Reasons for Internal Value Failure 148</p>
<p>Reasons for Financial Value Failure 150</p>
<p>Reasons for Future Value Failure 152</p>
<p>Reasons for Customer–Related Value Failure 154</p>
<p>Antares Solutions 156</p>
<p>General Electric (Plastics Group) 158</p>
<p>Asea Brown Boveri (ABB) 160</p>
<p>Westfield Group 162</p>
<p>Computer Associates Technology Services 164</p>
<p>Convergent Computing 166</p>
<p>Motorola 168</p>
<p>Automotive Suppliers Sector 170</p>
<p>Banking Sector 172</p>
<p>Commodity Products (Manufacturing) Sector 174</p>
<p>Large Companies 176</p>
<p>Small Companies 178</p>
<p>Chapter 6: SUCCESS AND BEST PRACTICES 181</p>
<p>From Values to Best Practices 182</p>
<p>Two Components of Success 184</p>
<p>Redefining Value Metrics (CSFs and KPIs) 186</p>
<p>The Need for Changing Metrics 188</p>
<p>Project Management Office Involvement 190</p>
<p>Discovery of Best Practices 192</p>
<p>The Debriefing Pyramid 194</p>
<p>Disclosure of Best Practices 196</p>
<p>Levels of Success in Obtaining Values 198</p>
<p>Project Management Knowledge 200</p>
<p>Project Management Benchmarking 202</p>
<p>Sharing Values during Benchmarking 204</p>
<p>Intellectual Property Cost versus Value 206</p>
<p>Implementation Failures 208</p>
<p>Chapter 7: THE VALUE CONTINUUM 211</p>
<p>The Timing of Values 212</p>
<p>The Value Continuum 214</p>
<p>Barriers along the Continuum 216</p>
<p>Activities to Speed Up the Value Continuum 218</p>
<p>The Value Continuum and the Project</p>
<p>Management Maturity Model 220</p>
<p>Value Management Life–Cycle Phases 222</p>
<p>Value Identification Phase: Business Case 224</p>
<p>Business Drivers Phase: Business Drivers 226</p>
<p>Measurement Phase: Key Performance Indicators 228</p>
<p>Value Realization Phase: Value (Benefits) 230</p>
<p>Customer Satisfaction Management Phase:</p>
<p>Continuous Improvement 232</p>
<p>Chapter 8: ASSIGNING VALUE THROUGH OBJECTIVES 235</p>
<p>Types of Performance Reports 236</p>
<p>Benefits and Value at Completion 238</p>
<p>Determining Benefits (Value) at Completion 240</p>
<p>Establishing the Business Objectives 242</p>
<p>Estimating Approaches 246</p>
<p>Project Plans 248</p>
<p>Business Plans 250</p>
<p>Canceling Projects 252</p>
<p>Marrying Project and Program Management 254</p>
<p>Chapter 9: VALUE LEADERSHIP AND SENIOR MANAGEMENT 257</p>
<p>The Evolution of Leadership 258</p>
<p>Measurements and Triggers 260</p>
<p>What Executives Want to Hear 262</p>
<p>Critical Issues for the Selling Process 264</p>
<p>Threats that Executives Face 266</p>
<p>Project Management Success versus Maturity 268</p>
<p>Conclusions 270</p>
<p>Index 273</p>