كتاب Project Management for the Creation of Organisational Value
منتدى هندسة الإنتاج والتصميم الميكانيكى
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منتدى هندسة الإنتاج والتصميم الميكانيكى
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 كتاب Project Management for the Creation of Organisational Value

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تاريخ التسجيل : 01/07/2009
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العمل : مدير منتدى هندسة الإنتاج والتصميم الميكانيكى

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مُساهمةموضوع: كتاب Project Management for the Creation of Organisational Value    كتاب Project Management for the Creation of Organisational Value  Emptyالجمعة 02 فبراير 2018, 9:37 pm

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أحضرت لكم كتاب
Project Management for the Creation of Organisational Value
Ofer Zwikae, John Smyrk

كتاب Project Management for the Creation of Organisational Value  P_m_f_12
و المحتوى كما يلي :


Contents
1 Projects: An Executive Context 1
1.1 The Role of Projects in Business . 1
1.1.1 Projects: Giving Effect to Strategy 1
1.1.2 Generating Change with Projects . 2
1.2 The Evolution of a Discipline . 3
1.2.1 Some Historical Themes . 4
1.2.2 Project Management as a Profession . 4
1.2.3 Trends in Today’s Project Environment . 5
1.3 Current Issues for Business in Project Planning and
Management . 7
1.4 Summary . 9
2 The Input-Transform-Outcome (ITO) Model of a Project . 11
2.1 Issues with Current Project Management Methodologies 11
2.2 Projects as Processes . 13
2.3 Modelling the Project as a Process . 15
2.3.1 The Input-Process-Output Model 15
2.3.2 Outputs and Outcomes . 17
2.3.3 Target Outcomes . 19
2.4 The Input-Transform-Outcome Model . 22
2.4.1 Utilising Outputs to Generate Target Outcomes . 22
2.4.2 The Chronology of the ITO Model 25
2.4.3 Projects and Business Operations . 26
2.4.4 Key Players: Roles, Responsibilities and
Accountabilities . 28
2.5 Illustrating the ITO Methodology: The Project BuyRite
Case Study 30
2.5.1 The Company . 30
2.5.2 Project BuyRite . 32
2.5.3 The Emerging Shape of Project BuyRite 33
2.6 Summary . 35
ix3 Achieving Success in Projects 37
3.1 A Framework for Gauging Performance and Judging Success . 37
3.1.1 Perspectives of Success 37
3.1.2 The Analysis of Project Performance . 38
3.1.3 Regression Testing . 41
3.2 Project Management Success . 42
3.2.1 The Conventional Treatment 42
3.2.2 A New Treatment 46
3.2.3 Judging Project Management Success 48
3.2.4 Project Management Success in Practice 50
3.3 The Worth of a Project . 53
3.3.1 Evaluating a Project’s Worth 53
3.3.2 Measuring a Project’s Worth: The Limitations
of Financial Units 54
3.3.3 A Project’s Benefits 57
3.3.4 A Project’s Disbenefits 58
3.3.5 A Project’s Cost . 58
3.3.6 Calculating a Project’s Worth 59
3.3.7 Benefit-Cost Analysis and ITO-Based
Project Assessment . 60
3.4 Project Ownership Success . 62
3.4.1 Judging Project Ownership Success 62
3.4.2 The Regression Test of Project Ownership Success . 63
3.5 Project Investment Success . 65
3.5.1 The Regression Test of Project Investment Success . 65
3.5.2 The Rationale for the Regression Test of
Project Investment Success . 67
3.5.3 Qualifying Judgements Based on the Regression Test . 69
3.6 Comparing the Three Tests of Success . 69
3.6.1 Comparing Approaches to Judging Success 71
3.6.2 Comparing the Many Faces of Success . 74
3.7 Critical Success Processes (CSP) . 76
3.7.1 The Need for an Alternative Critical Approach 76
3.7.2 The Critical Success Processes Model 80
3.8 Summary . 83
4 The Project Environment . 85
4.1 Project Phases 85
4.1.1 Project Initiation . 86
4.1.2 Project Planning . 87
4.1.3 Project Execution 88
4.1.4 Outcome Realisation 88
4.1.5 Accountabilities During a Project’s Life 89
x Contents4.2 The Anatomy of a Project . 89
4.2.1 The Elements of a Project 90
4.2.2 The Types of Work in a Project 93
4.2.3 A Project’s Baseline Documents 94
4.3 Project Governance 95
4.3.1 Overview of Project Governance . 95
4.3.2 Principles of Project Governance . 96
4.3.3 The Structure of the Project Governance Model . 99
4.3.4 Classes of Entity in the Project Governance Model . 101
4.3.5 Managing the Project Governance Model 108
4.4 The Project Management Office (PMO) 110
4.5 Stakeholder Management 110
4.5.1 The Concept of Project Stakeholding . 112
4.5.2 The Community of Stakeholders 114
4.5.3 The Stakeholder Management Process 117
4.5.4 Stakeholder Identification . 118
4.5.5 Stakeholder Analysis 121
4.5.6 The Stakeholder Register . 123
4.5.7 Stakeholder Engagement Planning . 124
4.5.8 Stakeholder Engagement Implementation 124
4.5.9 Stakeholder Engagement Monitoring . 125
4.6 The Programme Environment . 125
4.6.1 Related Projects . 128
4.6.2 Coordinated Projects 129
4.6.3 Staged Projects 131
4.6.4 Partitioning Projects 132
4.7 The Project Portfolio . 132
4.8 Summary . 133
5 Starting a New Project . 135
5.1 Initiating a Project . 135
5.1.1 The Project Champion . 135
5.1.2 Leading Project Initiation . 136
5.1.3 Conceptualisation 138
5.1.4 The Role of the Business Case . 139
5.1.5 Developing the Business Case . 140
5.1.6 Expectations, Constraints and Assumptions 143
5.2 Scoping the Project 145
5.2.1 Setting Project Scope 145
5.2.2 The Statement of Scope 146
5.2.3 Identifying and Defining Target Outcomes . 148
5.2.4 Identifying Committed Outputs . 152
5.2.5 Validating Project Scope . 152
5.2.6 Defining Outputs 161
Contents xi5.3 The Business Case . 162
5.3.1 The Structure of a Business Case . 166
5.3.2 A Business Case Example 167
5.3.3 Judging a Business Case . 175
5.3.4 Accepting the Business Case 177
5.4 Appraising Project Risk . 177
5.4.1 The Level of Project Risk 178
5.4.2 The Effect of Risk on Project Appraisal 179
5.5 Summary . 180
6 Planning a Project: The Roles of the Key Players . 181
6.1 An Outline of Project Planning 181
6.1.1 The Need for Planning 181
6.1.2 The Structure of the Planning Phase . 183
6.1.3 The Outputs from Planning . 184
6.1.4 An Iterative Approach to Planning 188
6.2 The Project Manager . 189
6.2.1 The Responsibilities of the Project Manager 189
6.2.2 Critical Success Processes During
Project Planning . 190
6.2.3 The Work Breakdown Structure 195
6.2.4 The Gantt Chart . 196
6.2.5 The Project’s Estimated Cost 201
6.2.6 Risk Mitigation Planning . 207
6.3 The Project Team . 214
6.4 The Project Owner . 216
6.4.1 Identifying Critical Outputs for
Close Attention 216
6.4.2 Approving the Project Plan . 219
6.5 The Steering Committee . 220
6.6 Reference Groups and Advisers 220
6.7 Project Counsellors 220
6.7.1 Evaluating the Quality of the Project Plan . 221
6.7.2 The Quality of the Project Plan
in Practice . 222
6.8 Summary . 223
7 Executing a Project: The Roles of the Key Players 225
7.1 An Outline of Project Execution Management . 225
7.1.1 Execution Management Processes . 226
7.1.2 Accommodating Projects within an
Organisational Structure 228
7.1.3 Top Management Support 232
xii Contents7.2 The Project Manager . 233
7.2.1 The Project Manager as a Project Execution
Manager 234
7.2.2 Communications Management . 234
7.2.3 Risk Control 236
7.2.4 Issue Management 237
7.2.5 Schedule Control 239
7.2.6 The Project Manager’s Role as a Team Leader 240
7.2.7 Output Closeout . 244
7.3 The Project Team . 245
7.3.1 Formalising Team Roles . 246
7.3.2 Regular Team Meetings 246
7.4 The Project Owner . 247
7.4.1 Managing Scope Change . 247
7.4.2 Scope Change and Risk 249
7.4.3 Managing Schedule Change . 250
7.5 The Steering Committee . 251
7.5.1 A Stylised Reporting Package . 251
7.5.2 A Stylised Agenda . 255
7.5.3 Celebrating Success . 256
7.6 Other Key Players . 256
7.7 Summary . 257
8 Realising Outcomes from a Project: The Roles of the
Key Players . 259
8.1 An Outline of Outcome Realisation . 259
8.1.1 Natural and Synthetic Outcome Realisation 260
8.1.2 Facilitation . 260
8.1.3 Handover 261
8.1.4 Outcome Closeout 261
8.1.5 Evaluation of Project Ownership 263
8.2 The Project Manager . 264
8.2.1 Project Customer Support 264
8.2.2 Utilisation Monitoring . 264
8.3 The Project Owner . 265
8.3.1 Ensuring Effective Utilisation of Outputs 265
8.3.2 Outcome Evaluation 265
8.3.3 Project Evaluation 267
8.4 The Steering Committee . 269
8.5 Other Key Players . 269
8.6 Summary . 270
Contents xiiiAppendix A: An Integrated Glossary of Project Management
Terms & Definitions . 271
Appendix B: The Input-Transform-Outcome (ITO) Study . 325
Appendix C: The Critical Success Processes Study . 329
References 351
Index .
Index
A
Above-the-line 59, 60, 88, 93–95, 207,
268, 272
Activity 94, 173, 190, 195, 197, 203–204
Appraisal 39, 40, 166, 175–177, 179, 273
Artefact 13, 15, 17, 18, 273
Assessment 38–42, 47, 60, 61, 66, 222,
227, 274
B
Baseline 46, 79, 94, 149, 150, 184,
227, 228, 276
Below-the-line 59, 60, 93, 94, 204, 206,
268, 276
Beneficiary 22, 24, 31–33, 91, 119–121, 276
Benefit 2, 3, 18, 53–55, 57, 58, 60, 61, 175,
268, 276
Budget 59, 165, 173, 201, 204, 205, 217, 254,
255, 276
Business case 62, 136, 138–143, 162–174, 277
Realised, 42, 69, 267–269
Approved, 2, 42, 63, 64, 70, 137,
175–177, 246
Modified, 184, 186, 187, 201, 216
Original, 3, 200
C
Closeout 89, 244, 245, 260–263, 280
Communication 3, 79, 80, 122–125, 185, 188,
223, 233–236, 281
Complexity 6, 14, 81, 195, 216
Constraint 143–145, 164, 168, 186,
250, 281
Cost 43, 47–49, 58–61, 64, 201–207, 217,
268, 282
Counsellor 100, 102, 107, 108, 120, 220, 221,
256, 270, 283
Customer 12, 22, 26, 28, 31, 32, 119, 120, 151,
153, 162, 264, 283
D
Deadline 21, 182, 191, 192, 196
Deliverable 3, 13, 93, 284
Disbenefit 18, 53, 54, 58–61, 175, 176, 267,
268, 285
E
Earned value 240, 286
Evaluation 39–41, 45, 262–268, 286
F
Fitness-for-purpose 91, 147, 161, 288
Funder 2, 22, 28–30, 58, 119, 267, 289
G
Gantt chart 196, 198, 203, 204, 289
Governance 9, 28, 91, 92, 95–102, 109, 140,
165, 171, 172, 185, 290
I
Impactee 119, 120, 165, 171, 187, 292
Input-Process-Output (model) 15, 17,
22, 23, 293
Input-Transform-Outcome (model) 22–30, 61,
74, 91, 120, 294
Investment 2, 39, 40, 65, 135, 175
Issue 237, 294
357Management, 186, 237, 238, 246
Life-cycle, 237–239
Register, 41, 174, 186, 237, 238
Report, 165, 174, 253
L
Likelihood 116, 208, 211–213, 296
Leader 109, 117, 210, 238, 240–243
M
Measurability 17, 149, 297
Memorandum of Understanding 29, 99, 106,
231, 297
Methodology 6, 30, 297
Milestone 87, 173, 185, 191, 198, 200, 203,
251, 297
Mitigation 92, 140, 156, 174, 179, 208–210,
213, 214, 248, 312
O
Objective statement 147, 149, 160, 299
Operational 13, 14, 16, 21, 26, 299
Operations 1, 13, 26, 89, 90
Outcome 17, 18, 148–151, 261, 265, 299
Desirable, 11, 17, 29, 286
Detrimental, 48, 286
Fortuitous, 17, 34, 63, 66, 262, 289
Natural, 23, 24, 260
Realisation, 85, 88, 89, 259, 260, 299
Synthetic, 23, 260
Target, 2, 17, 19–23, 56, 57, 64, 90,
148–150, 152, 319
Undesirable, 41, 43, 46, 48, 49, 54, 58, 64,
165, 171, 187, 322
Outlay 43, 60, 199, 239, 246, 299
Output 17–19, 152, 161, 162, 244, 299
P
Performing organisation 79, 97, 189, 301
Planning 14, 85, 87, 88, 90, 181, 302
Plausibility 149, 247
Portfolio 4, 6, 92, 132, 133
Principle 96, 102, 104, 106, 202
Process 1, 13–15, 21–23, 76, 303
Programme 6, 125–132, 164, 304
Project
Administrator, 33, 101, 233, 305
Adviser, 100, 102, 106, 107, 120, 220,
256, 269, 273
Appraisal, 39, 40, 166, 175–177, 179, 273
Assessment, 38–42, 47, 60, 61, 66, 222,
227, 274
Attractiveness, 53, 67, 92, 113, 133,
175, 176, 179, 180, 275
Champion, 87, 90, 109, 117, 120,
135–137, 279
Counsellor, 100, 102, 107, 108, 120,
220, 221, 256, 270, 283
Cost, 43, 47–49, 58–61, 64, 201–207, 217,
268, 282
Customer, 12, 22, 26, 28, 31, 32, 119, 120,
151, 153, 162, 264, 283
Descoping, 192, 248, 249
Environment, 5, 7, 9, 27, 28, 85, 90, 226,
234, 253, 306
Evaluation, 39–41, 45, 262–268, 286
Infeasible, 8, 144, 191–192, 204, 205,
249, 292
Manager, 9, 28, 40, 86, 90, 189, 233,
264, 307
Owner, 28–31, 62, 90, 102–104, 216, 247,
265, 308
Plan, 3, 184, 185, 219–222, 308
Project Management Office 82, 110, 111, 307
Q
Quality 42, 47, 50, 185, 188, 193,
221, 222, 309
R
Rank 53, 56, 179, 216–219
Regression test 41, 42, 63–69
Risk 177–180, 207–213, 236, 237, 249, 311
Exposure, 24, 67, 174, 178, 180, 208,
212–214, 312
Manager, 233, 236, 312
Register, 174, 186, 214, 215, 313
Riskiness, 53, 63, 67, 92, 178, 313
Report, 253, 313
S
Satisficing 57, 179
Schedule 91, 196, 203, 239, 250
Scope 23, 90, 91, 112, 145, 146, 247–250, 314
Scoping statement, 146–148, 153, 160,
164, 165, 187, 314
Severity 130, 174, 179, 209, 211, 212, 315
Sponsor 12, 110, 315
Stakeholder 3, 8, 91, 110–125
Classes, 101–108, 119, 120
358 Index
I (cont.)Engagement plan, 117, 118, 124, 316
Statement of objective 127, 147, 149, 160,
298, 317
Steering committee 100–102, 220, 251–255,
269, 319
Success 37, 69–76, 256
Project investment success, 65–69, 267, 269
Project ownership success, 62–65, 194, 267
Project management success, 42–53, 194
T
Task 14, 195–197, 202, 203, 273, 319
Team 3, 102, 105, 106, 214–216,
245–247, 319
Template 143, 164, 165, 185–187,
253, 254, 320
Threat 140, 174, 178, 208–213, 320
Timeframe 42, 49, 192, 321
Trade off 31, 40, 43, 46, 250
Trigger 1, 40, 87, 208
U
Utilisation 22–26, 90, 91, 264, 265, 322
Utilisation map, 132, 146, 153, 158–161,
170, 266, 322
V
Value 18, 22, 53, 54, 56, 57, 61, 288
W
Work Breakdown Structure 185, 195–198, 322
Worth


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