The Superior Project Organization: Global Competency Standards and Best PracticesCRC Press, 6 wrz 2001 - 368 This text describes global best practices, competencies, and standards of superior project organizations based on research conducted by the Top 500 Project Management Forum. It details the results of seven years of benchmarking and the bottom line value of project organizations in large functional enterprises. The text also highlights enhancements in professional image, job performance, and personal earnings. |
Spis treści
Functions Activities and Best Practices | 3 |
12 THE TOP TEN PROJECT ORGANIZATION BEST PRACTICES | 5 |
122 Superior Project Managers and Team Members Selection | 6 |
123 Multifunctional Team Structures | 7 |
124 High Standard of Truthfulness | 8 |
125 Ambassadorship | 9 |
126 Competency Based Training | 10 |
127 Standardized Methodologies Tools and Templates | 11 |
754 Motivational Aspects of Monitoring and Oversight | 138 |
OF PROJECT TERMINATION | 139 |
762 Terminating Troubled Projects | 140 |
763 Benefits of Rapid Project Termination | 142 |
764 Communicating the Benefits of the Project to Stakeholders and the Host Organization | 143 |
OF PROJECT ORGANIZATION SUPPORT OF ORGANIZATIONAL STRATEGY | 146 |
Managing for GoalAchieving Speed Efficiency and Effectiveness | 153 |
81 SPEED | 154 |
128 Maintenance of a Knowledge Library to Transfer and Expand the Body of Project Knowledge | 12 |
1210 Management of the Organizations Project Portfolio | 13 |
Starting and Promoting the Project Organization | 15 |
211 Define the Organizational Needs and Problems to Be Resolved | 16 |
212 Find or Create a Champion or Executive Sponsor | 19 |
213 Build a Business Case for a Project Organization | 21 |
214 Create a Center of Project Excellence | 38 |
22 TIME REQUIRED TO ESTABLISH THE PROJECT ORGANIZATION | 42 |
Project Organization Structures | 45 |
32 SENIOR LEVEL RESPONSIBILITY | 46 |
331 Project Management Center of Excellence | 48 |
332 Project Support Office | 50 |
333 Program Management Office | 53 |
334 Project Office | 55 |
34 CURRENT REPORTING STRUCTURE OF BENCHMARKING PARTICIPANTS | 56 |
Coordinating Goals and Missions | 59 |
412 Coordinate Goals and Missions Between Project Teams and the Host Organization | 60 |
413 Set Project Goals and Deliverables | 61 |
414 Maintain Focus on the Goals | 62 |
42 MAKE PROJECT MANAGEMENT A CORE ORGANIZATIONAL COMPETENCY | 63 |
43 INTEGRATE PROJECT MANAGEMENT END TO END IN THE VALUE ADDED CHAIN | 64 |
Project Portfolio Management Inventory Initiation and Selection | 67 |
51 PORTFOLIO GOVERNANCE | 69 |
53 CULTURAL PROBLEMS | 71 |
54 PROJECTS INCLUDED IN THE PORTFOLIO | 72 |
55 THE PORTFOLIO MANAGEMENT PROCESS | 74 |
552 Project Initiation and Selection | 76 |
Portfolio Management of Project Planning | 95 |
611 Project Plan Level of Detail | 96 |
612 Project Scope | 97 |
613 The Work Breakdown Structure | 98 |
614 Clear Performance Measurement Metrics | 99 |
615 Overoptimistic Targets | 115 |
616 Signatures | 118 |
Global Project Portfolio Strategy Execution Control and Termination | 119 |
71 PROJECT MANAGEMENT EMPHASIS SHIFTS FROM TOOLS TO PEOPLE | 120 |
73 CREATE A VIRTUAL PROJECT OFFICE ENVIRONMENT FOR GEOGRAPHICALLY DISPERSED PROJECT PORTFOLIOS | 121 |
731 The Problem | 122 |
732 The Virtual Project Office | 123 |
734 Training Project Leaders to Work in Virtual Environments | 124 |
74 MANAGING SCOPE CHANGES OF PROJECTS WITHIN THE PORTFOLIO | 125 |
741 Scope Change Responsibility | 127 |
742 Changes Subject to Scope Change Control | 128 |
75 MONITORING AND CONTROLLING PORTFOLIO STATUS | 129 |
751 The Monitoring Process | 130 |
752 Variance Measurement | 132 |
753 Physical Observation Through the Audit | 133 |
82 EFFICIENCY | 155 |
83 EFFECTIVENESS | 158 |
842 Project Team Structure | 160 |
843 Duration Compression | 175 |
Knowledge Management Providing Structured and Predictable Methodologies and Tools | 179 |
91 PROJECT PHASES | 181 |
93 STANDARDIZED METHODOLOGY ADVANTAGES | 182 |
931 Speed | 183 |
94 STRUCTURED METHODOLOGY CAVEATS | 184 |
942 Emphasize Project and People Management | 185 |
943 Progressive Project Phases Management | 187 |
952 The Planning Phase | 198 |
953 Execution and Control Phase | 214 |
954 Project Closing and Termination Phase | 225 |
Knowledge Management Providing Tools Standards and Training | 237 |
102 NURTURE COMPETENCE THROUGH TRAINING | 240 |
1022 Opposition to Training | 241 |
1023 Benchmarkers Training Conviction | 242 |
1025 Types of Training Provided | 243 |
1027 Learning Mediums | 244 |
1028 Types of Training Offered | 245 |
10210 Promote LifeLong Learning | 246 |
1031 Set High Standards of Excellence and Quality | 247 |
1032 Use Resources and Knowledge from Outside the Project Organization | 248 |
1033 Be a Role Model of Excellence | 250 |
1034 Mentor for Excellence | 251 |
1035 Set a High Standard of Truthfulness | 252 |
Supporting Project Manager Performance | 261 |
111 PROVIDE SUPPORTIVE LEADERSHIP | 262 |
112 HIRING THE SUPERIOR PROJECT MANAGER | 263 |
1121 Character Background and Traits | 264 |
1122 Leadership and Management Skills | 269 |
113 PROBLEMS IN PROJECT MANAGER COMPENSATION AND MOTIVATION | 270 |
1131 Project Manager Positions Are Unclear | 271 |
1134 Entrepreneurial Characteristics Create Broad Demand for Project Managers | 273 |
1135 Pay Doesnt Keep Pace with Organization Demand for Higher Professionalism | 275 |
1137 Problematic Performance Evaluations | 276 |
1142 Promote Pay Programs to Human Resources Departments | 280 |
1144 Programs to Retain Superior Project Managers | 282 |
1145 Ambassadorial Role of Project Organization | 283 |
115 MEASUREMENT OF PROJECT ORGANIZATION SUPPORT OF PROJECT GOAL ACHIEVEMENT | 291 |
Benchmarking Forum Background and Supporting Information A1 THE TOP 500 PROJECT MANAGEMENT BENCHMARKING FORUM | 295 |
Project Charter Checklist | 317 |
Risk Analysis Matrix Key Risk Factors Affecting Project Success | 323 |
| 329 | |
| 341 | |
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The Superior Project Organization: Global Competency Standards and Best ... Frank Toney Ograniczony podgląd - 2001 |
Kluczowe wyrazy i wyrażenia
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