Project Manager's Handbook

Project Manager's Handbook

Authors: David L. Cleland and Lewis R. Ireland

Published: September 2007

eISBN: 9780071542715 007154271X | ISBN: 9780071484428

Contents

Preface

Acknowledgments

Introduction

Part 1 Examples of Projects Found in Specific Countries

Chapter 1. Software and Other Project Management Practices in India

1.1. Introduction

1.2. Mini Projects in the Corporate Sector

1.3. Small and Medium-Sized Projects in the Government and Public Sectors

1.4. Major Projects in the Corporate and Public Sectors

1.5. Indian Venture Capital Industry

1.6. Future Problems in Public Projects Execution

1.7. Organizational Aspects in Indian Practice

1.8. Project Management Practices and Issues in the Indian Software Industry

1.9. Project Management Education in India

1.10. Conclusion

1.11. Acknowledgments

Chapter 2. The Sydney 2000 Olympic Games

2.1. Preamble

2.2. History of Sydney's Successful Bid for the 2000 Summer Olympics

2.3. Objectives and Commitment of the Sydney 2000 Games

2.4. The Early Days of Organizing the Games

2.5. The Various Elements of the Project

2.6. The Progression of Games Preparation and Managing Change

2.7. Testing the Planning Theories, Commissioning, and Moving to Shutdown

2.8. The Application of Project Management Principles to Delivering the Games

2.9. The Outcome: A Successful Games!

2.10. References

Chapter 3. Project Management in Aotearoa (New Zealand)

3.1. National Heritage

3.2. Cultural Roadblocks to Project Management

3.3. Practical Earned Value

3.4. Stakeholder Management

3.5. Results of Implementation

3.6. Conclusion

3.7. References

Chapter 4. An Evaluation of Major Infrastructure Projects in France: A "Project Finance" Perspective

Abstract

4.1. Setting Up the Project Finance Scene

4.2. Complexity of Project Finance

4.3. Project Finance Categorizations

4.4. A Case Study: The Eiffel Tower, One of the First Modern BOT/PPP

4.5. BOT: A Trendy Model

4.6. Two Different Approaches: French and Anglo-Saxon Models

4.7. Delegation of Public Utility in France from the Middle Ages to the Present

4.8. Conclusion: The Tent Metaphor

4.9. Acknowledgments

4.10. References

Chapter 5. The Role of Project Management in Spanish Projects

5.1. Project Management in Spain

5.2. The CG Project

5.3. Customer Background

5.4. Why Change was Needed

5.5. The Project

5.6. Difficulties

5.7. The Process

5.8. The Team

5.9. The Results

5.10. Summary

5.11. References

Part 2 Examples of Projects from Specific Environments

Chapter 6. Managing Projects Financed by International Lending Agencies

6.1. Introduction

6.2. What are International Development (ID) Projects?

6.3. Problems in Managing ID Projects

6.4. Conclusion

6.5. References

Chapter 7. Managing Transnational Projects

7.1. Introduction

7.2. Outline of Issues

7.3. Culture

7.4. Leadership

7.5. Communications

7.6. Physical Aspects

7.7. Conclusion

7.8. Further Readings

7.9. Web References

Chapter 8. Managing Projects in Health Systems

8.1. Key Definitions and Concepts

8.2. The Core Activities in Project Management

8.3. Summary

8.4. References

Chapter 9. Managing International Project Management Training

9.1. Overview

9.2. Bosnia and Herzegovina

9.3. The Occupied Territories (Palestine)

9.4. Ukraine

9.5. Russian TOT Course

9.6. Peoples Republic of China

9.7. Macedonia

9.8. Summary

Chapter 10. Cross-Cultural Project Management on Major-Sized Global Oil and Gas Plant Projects

10.1. Introduction

10.2. Value Chain of Oil and Gas Plant Projects

10.3. Rationale of Joint Venture Project Organizations

10.4. JV Management Structure

10.5. Project Management Features

10.6. Lessons Learned

10.7. Acknowledgments

10.8. References

Part 3 Project Management Government Organizations

Chapter 11. Elements of Successful Project Management at the National Institute of Standards and Technology

11.1. Introduction

11.2. Nature of NIST Projects and Programs

11.3. NIST Management and Projects

11.4. Practical Considerations and Guidance for Effective Project Management

11.5. Choosing and Justifying a Project

11.6. Key Ingredients and Practices for Successful Projects

11.7. Summary

Chapter 12. Project Management Success at the Central Intelligence Agency

12.1. A Quick Overview of the Central Intelligence Agency

12.2. Project Management Experience and Expertise

12.3. Effective Stakeholder Management

12.4. "Briefing Up": Project Review Boards

12.5. The Budget Cycle

12.6. Leadership and the Project Manager

12.7. Communications

12.8. Managing with a Project Schedule

12.9. Lessons Learned

12.10. Project Management Methodology

12.11. Project Management Training and Certification

12.12. Project Management Services

12.13. Parting Words

12.14. Acknowledgments

Chapter 13. Strategies and Results in the Design and Implementation of a Project Management Program for a State Government

13.1. Introduction

13.2. Leadership: Project Management Success Starts Here

13.3. Project Management Organization and Structure

13.4. Standards and Processes

13.5. Training, Mentoring, and Certification

13.6. Planning and Execution

13.7. Summary

13.8. Acknowledgments

Chapter 14. Evaluating Project Management Effectiveness of Boston Big Dig and Three Gorges Dam in China

Abstract

14.1. Boston Central/Artery Tunnel Project

14.2. Three Gorges Dam in China

14.3. Acknowledgments

14.4. References

Chapter 15. Project Risk Management for Alaska Oil and Gas Capital Projects

Abstract

15.1. Introduction

15.2. Sources of Project Risk

15.3. Risk Analysis and Methodology

15.4. Risk Management Planning

15.5. Risk Identification

15.6. Qualitative Risk Analysis

15.7. Risk Response Planning

15.8. Risk Register

15.9. Conclusion

15.10. References

Part 4 Project Management Organizational Functions

Chapter 16. Legal Considerations in Managing a Nuclear Plant Decommissioning

16.1. Introduction

16.2. Background on Connecticut Yankee

16.3. Project Characteristics and Legal Framework

16.4. Connecticut Yankee's Reaction to Its Legal Framework

16.5. Lessons Learned

16.6. Conclusion

16.7. References

Chapter 17. Using Integrated Project Management to Improve Outsourcing Strategy and Business Results

Abstract

17.1. Introduction

17.2. Integrated Project Management (IPM) Life Cycle (5 Phases)

17.3. Case Study: NCR

17.4. Case Study: Hewlett-Packard

17.5. Case Study: Lockheed Martin

17.6. Integrated Project Management (IPM) Life Cycle: Lessons Learned

17.7. First Project Element: Customers' Outsourcing Needs and Goals

17.8. Second Project Element: Supplier Value Chain

17.9. Third Project Element: Project Communications

17.10. Fourth Project Element: Project Teamwork

17.11. Fifth Project Element: Integrated PM Discipline

17.12. The Integrated Project Management (IPM) Life Cycle and Model

17.13. References

Chapter 18. Connecting Projects to Corporate Strategy

18.1. Overview

18.2. Introduction

18.3. Strategic Management Process

18.4. Crafting Winning Strategies

18.5. Project Management Resources

18.6. Project Management as a Core Competence

18.7. Conclusion

18.8. Bibliography

Chapter 19. PMO Creation within Financial Services Companies

19.1. Introduction

19.2. Genesis

19.3. Mission

19.4. Organizational Design

19.5. Bricks and Mortar

19.6. Professionalization of the PM Staff

19.7. Project and Portfolio Optimization

Chapter 20. The Evolution of Project Office and Portfolio Management at American Modern Insurance Group, Cincinnati, Ohio

20.1. Overview of American Modern Insurance Group

20.2. Project Management Office Objective

20.3. Project Office Certification

20.4. Strategic Planning and the Project Portfolio

20.5. Project Management Office Evolution

20.6. Annual Planning Process

20.7. Building and Evaluating the Portfolio

20.8. Project Review Committee

20.9. Project Prioritization

20.10. The Art and Science of Project Management

20.11. Importance of the Business Sponsor

20.12. PMO Feedback and Lessons Learned

Part 5 Remedial Projects

Chapter 21. A Faith-Based Response to Catastrophic Disaster: An Overview of Southern Baptist Disaster Relief Planning and Logistics in Hurricane Katrina

21.1. Introduction

21.2. History of SBDR

21.3. Beginnings of SBDR

21.4. Organization of SBDR

21.5. Pre-Katrina Landfall

21.6. Post-Katrina Landfall

21.7. Maintaining Recovery in Katrina

21.8. Lessons Learned—Katrina Debrief

21.9. Conclusion

21.10. References

Chapter 22. The Firefly Fiasco: A Case Study in Project Management Failure

22.1. Introduction

22.2. On the Nature of Project Failure

22.3. Birth of the Firefly Project

22.4. The Failed Project Strategy: "Commercial Off-the-Shelf . . . Sort of . . ."

22.5. Moving Ahead

22.6. Testing

22.7. The Fall of the Fireflies

22.8. The Firefly's Last Days

22.9. Lessons for Project Managers

22.10. Conclusion

22.11. References

Chapter 23. Lessons Learned Always Have a Price Tag

23.1. Introduction

23.2. Disasters in the Making

23.3. Process and Rigor

23.4. Defining the Methodology

23.5. Benefits

23.6. Structuring the Responsibility Matrix

23.7. Testing Functionality

23.8. Contractual Agreements

23.8. Data Flow Road Map

23.9. Progress Measurements

23.10. The Hand-Off

23.11. Summing Up

23.12. Recognize and Manage the Risks

23.13. Risk Has Three Dimensions

23.14. Vital Information

23.15. Recommendations

23.16. Success Is What You Make It

Chapter 24. China's Shenzhou Spaceship Project

24.1. Introduction

24.2. Project Management Organization Structure

24.3. Project Management System and Elements

24.4. Project Management Processes

24.5. Main Characteristics of Shenzhou Spaceship Project Management

24.6. Shenzhou Spaceship Project Management Maturity Model

24.7. Execution Outcomes of Shenzhou Spaceship Project Management

24.8. References

Part 6 The Theory and Practice of Project Management

Chapter 25. Project Management in Connection to Entrepreneurship and Network Organizations

25.1. Introduction

25.2. Trends in Global Business

25.3. From the Management Theories to the Praxis

25.4. Network Organizations

25.5. Case Study: Experience from Slovenia

25.6. Conclusion

25.7. Bibliography

Chapter 26. Project Management Certification: Frequently Asked Questions and Experiences of the Project Management Community

26.1. Introduction: Project Management Certification

26.2. Frequently Asked Questions about Project Management Certification

26.3. Globalization's Influence on Project Management Business and Its Affect on Project Management Certification Market

26.4. Frequently Asked Questions, II

26.5. Project Managers: Certification and Public Image

26.6. Reasons for Recruiting and Certifying Project Managers

26.7. Correlation between Companies' Aimed Improvements and Certified Project Management Personnel

26.8. Abbreviations and Annotations

Chapter 27. The Chief Architect and the Art of Project Management

27.1. Introduction

27.2. The Essentials of Architecture

27.3. A Model for Computer Systems Architecture

27.4. The Software Development Life Cycle

27.5. The First Step: Business Process Architecture

27.6. A Case Study in Developing the Business Process Architecture

27.7. Moving Toward a More Technical View: Data Architecture

27.8. Building the System: Applications Architecture

27.9. Keeping the Lights On: Infrastructure or Technical Architecture

27.10. Systems Architecture: Tying It All Together

27.11. Help Wanted: Chief Architect

27.12. An Architectural Approach for Project Management

27.13. Conclusion

Chapter 28. The Tao of Nimble Project Management: A Real World Approach

28.1. Introduction

28.2. Phase 1: Envisioning the End Result

28.3. Creating the North Star Vision

28.4. Value Cube

28.5. Phase 2: Creating an Initial Area of Order

28.6. The Project Management Diamond

28.7. Case Study

28.8. Conclusion

28.9. References

Chapter 29. Advancing Project Management Professionalism and Culture in Your Company

29.1. Introduction: Twelve Instruments for Advancement Initiatives

29.2. Improvements Are Requested But Challenging to Achieve

29.3. Twelve Instruments for Advancing Management Projects

29.4. Literature

Chapter 30. Management by Project of the Fast-Growing Organization in Dynamic Environment

30.1. Introduction

30.2. Modern Organization Development Models

30.3. Universal Model of Organizational Development Projects and Programs Management

30.4. Systems Model of Proactive Management of Organizational Development Programs

30.5. Modern Tools of Goal Placement and Goal Achievement in Organizational Development Project Management

30.6. Modern Mechanisms of Proactive Organizational Development Program Management

30.7. Trust-Forming Mechanisms in Organizational Development

30.8. Information Assessment of Organizational Projects

30.9. Notion of Information in Organizational Business Processes

30.10. Information Flow in the Organization

30.11. The Basic Law of the Information Organizational Management

30.12. Pressure of Chaos

30.13. Accuracy of Business Monitoring and the Capacity of Management

30.14. Conclusion

30.15. Literature

Chapter 31. Project Management Using Earned Value Management

31.1. Introduction

31.2. What Is EVM?

31.3. Evolution of EVM

31.4. Failure and Reinvention

31.5. Global Interest in EVM

31.6. Professional Associations and EVM

31.7. Government Regulation and EVM

31.8. Lessons Learned

31.9. Key Elements

31.10. Conclusion

31.11. References

Chapter 32. It's a Long Road to Organizational Maturity

32.1. Introduction: Background

32.2. Make or Buy

32.3. Decision Time

32.4. A Major Misstep with a Happy Ending

32.5. A Team Committed to Success

32.6. Other Success Stories

32.7. Summary

Index