Project Management: Best Practices: Achieving Global Excellence -- Contents -- Preface -- INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) -- Chapter 1: Understanding Best Practices -- 1.0 INTRODUCTION -- 1.1 PROJECT MANAGEMENT BEST PRACTICES: 1945-1960 -- 1.2 PROJECT MANAGEMENT BEST PRACTICES: 1960-1985 -- 1.3 PROJECT MANAGEMENT BEST PRACTICES: 1985-2010 -- 1.4 AN EXECUTIVE'S VIEW OF PROJECT MANAGEMENT -- 1.5 BEST PRACTICES PROCESS -- 1.6 STEP 1: DEFINITION OF A BEST PRACTICE -- 1.7 STEP 2: SEEKING OUT BEST PRACTICES -- 1.8 DASHBOARDS AND SCORECARDS -- 1.9 KEY PERFORMANCE INDICATORS -- 1.10 STEP 3: VALIDATING THE BEST PRACTICE -- 1.11 STEP 4: LEVELS OF BEST PRACTICES -- 1.12 STEP 5: MANAGEMENT OF BEST PRACTICES -- 1.13 STEP 6: REVALIDATING BEST PRACTICES -- 1.14 STEP 7: WHAT TO DO WITH A BEST PRACTICE -- 1.15 STEP 8: COMMUNICATING BEST PRACTICES ACROSS THE COMPANY -- 1.16 STEP 9: ENSURING USAGE OF THE BEST PRACTICES -- 1.17 COMMON BELIEFS -- 1.18 BEST PRACTICES LIBRARY -- 1.19 DTE ENERGY -- 1.20 A CONSULTANT'S VIEW OF PROJECT MANAGEMENT AND BEST PRACTICES -- Chapter 2: From Best Practice to Migraine Headache -- 2.0 INTRODUCTION -- 2.1 GOOD INTENTIONS BECOMING MIGRAINES -- 2.2 ENTERPRISE PROJECT MANAGEMENT METHODOLOGY MIGRAINE -- 2.3 CUSTOMER SATISFACTION MIGRAINE -- 2.4 MIGRAINE RESULTING FROM RESPONDING TO CHANGING CUSTOMER REQUIREMENTS -- 2.5 REPORTING LEVEL OF PMO MIGRAINE -- 2.6 CASH FLOW DILEMMA MIGRAINE -- 2.7 SCOPE CHANGE DILEMMA MIGRAINE -- 2.8 OUTSOURCE OR NOT MIGRAINE -- 2.9 MIGRAINE OF DETERMINING WHEN TO CANCEL A PROJECT -- 2.10 MIGRAINE OF PROVIDING PROJECT AWARDS -- 2.11 MIGRAINE FROM HAVING WRONG CULTURE IN PLACE -- 2.12 SOURCES OF SMALLER MIGRAINES -- 2.13 TEN UGLIES OF PROJECTS -- References -- Chapter 3: Journey to Excellence -- 3.0 INTRODUCTION -- 3.1 THE LIGHT AT THE END OF THE TUNNEL -- 3.2 MANAGING ASSUMPTIONS.

3.3 MANAGING ASSUMPTIONS IN CONSERVATION PROJECTS -WWF INTERNATIONAL -- 3.4 PROJECT GOVERNANCE -- 3.5 SEVEN FALLACIES THAT DELAY PROJECT MANAGEMENT MATURITY -- 3.6 MOTOROLA -- 3.7 TEXAS INSTRUMENTS -- 3.8 EDS -- 3.9 EXEL CORPORATION -- 3.10 HEWLETT-PACKARD -- 3.11 DTE ENERGY -- 3.12 COMAU -- 3.13 VISTEON -- 3.14 CONVERGENT COMPUTING -- 3.15 AVALON POWER AND LIGHT -- 3.16 ROADWAY -- 3.17 DEFCON CORPORATION -- 3.18 KOMBS ENGINEERING -- 3.19 WILLIAMS MACHINE TOOL COMPANY -- Chapter 4: Project Management Methodologies -- 4.0 INTRODUCTION -- 4.1 EXCELLENCE DEFINED -- 4.2 RECOGNIZING THE NEED FOR METHODOLOGY DEVELOPMENT -- 4.3 ENTERPRISE PROJECT MANAGEMENT METHODOLOGIES -- 4.4 BENEFITS OF A STANDARD METHODOLOGY -- 4.5 CRITICAL COMPONENTS -- 4.6 FROM MYTH TO REALITY -- 4.7 PROJECT MANAGEMENT FUNCTIONS -- 4.8 REPLACING METHODOLOGIES WITH FRAMEWORKS -- 4.9 LIFE-CYCLE PHASES -- 4.10 AT&T -- 4.11 CHURCHILL DOWNS, INCORPORATED -- 4.12 INDRA -- 4.13 IMPLEMENTING METHODOLOGY -- 4.14 IMPLEMENTATION BLUNDERS -- 4.15 OVERCOMING DEVELOPMENT AND IMPLEMENTATION BARRIERS -- 4.16 PROJECT MANAGEMENT TOOLS -- 4.17 SATYAM: PROJECT PROCESS MONITORING -- 4.18 SATYAM: CUSTOMER DELIGHT INDEX FOR PROJECTS -- 4.19 GENERAL MOTORS POWERTRAIN GROUP -- 4.20 ERICSSON TELECOM AB -- 4.21 ROCKWELL AUTOMATION: QUEST FOR A COMMON PROCESS -- 4.22 SHERWIN-WILLIAMS -- 4.23 PEROT SYSTEMS: MATURING YOUR METHODOLOGY -- 4.24 ANTARES MANAGEMENT SOLUTIONS -- 4.25 HOLCIM -- 4.26 WESTFIELD GROUP -- 4.27 EXEL -- 4.28 CONVERGENT COMPUTING -- 4.29 EDS -- 4.30 DTE ENERGY -- Chapter 5: Integrated Processes -- 5.0 INTRODUCTION -- 5.1 UNDERSTANDING INTEGRATED MANAGEMENT PROCESSES -- 5.2 EVOLUTION OF COMPLEMENTARY PROJECT MANAGEMENT PROCESSES -- 5.3 ZURICH AMERICA INSURANCE COMPANY -- 5.4 CONVERGENT COMPUTING -- 5.5 TOTAL QUALITY MANAGEMENT -- 5.6 CONCURRENT ENGINEERING -- 5.7 RISK MANAGEMENT.

5.8 EFFECTIVE RISK MANAGEMENT AT JEFFERSON COUNTY, COLORADO -- 5.9 FAILURE OF RISK MANAGEMENT -- 5.10 DEFINING MATURITY USING RISK MANAGEMENT -- 5.11 BOEING AIRCRAFT COMPANY -- 5.12 CHANGE MANAGEMENT -- 5.13 OTHER MANAGEMENT PROCESSES -- 5.14 EDS -- 5.15 EARNED-VALUE MEASUREMENT -- 5.16 DTE ENERGY -- Chapter 6: Culture -- 6.0 INTRODUCTION -- 6.1 CREATION OF A CORPORATE CULTURE -- 6.2 CORPORATE VALUES -- 6.3 TYPES OF CULTURES -- 6.4 CORPORATE CULTURES AT WORK -- 6.5 SENTEL CORPORATION -- 6.6 VITALIZE CONSULTING SOLUTIONS, INC. -- 6.7 DFCU FINANCIAL -- 6.8 ILLUMINAT (TRINIDAD & TOBAGO) LIMITED -- 6.9 McELROY TRANSLATION -- 6.10 DTE ENERGY -- 6.11 EDS -- 6.12 CONVERGENT COMPUTING -- 6.13 BARRIERS TO IMPLEMENTING PROJECT MANAGEMENT IN EMERGING MARKETS -- Chapter 7: Management Support -- 7.0 INTRODUCTION -- 7.1 VISIBLE SUPPORT FROM SENIOR MANAGERS -- 7.2 PROJECT SPONSORSHIP -- 7.3 EXCELLENCE IN PROJECT SPONSORSHIP -- 7.4 EMPOWERMENT OF PROJECT MANAGERS -- 7.5 MANAGEMENT SUPPORT AT WORK -- 7.6 GETTING LINE MANAGEMENT SUPPORT -- 7.7 DTE ENERGY -- 7.8 INITIATION CHAMPIONS AND EXIT CHAMPIONS -- Chapter 8: Training and Education -- 8.0 INTRODUCTION -- 8.1 TRAINING FOR MODERN PROJECT MANAGEMENT -- 8.2 NEED FOR BUSINESS EDUCATION -- 8.3 INTERNATIONAL INSTITUTE FOR LEARNING -- 8.4 IDENTIFYING THE NEED FOR TRAINING -- 8.5 SELECTING STUDENTS -- 8.6 FUNDAMENTALS OF PROJECT MANAGEMENT EDUCATION -- 8.7 DESIGNING COURSES AND CONDUCTING TRAINING -- 8.8 MEASURING RETURN ON INVESTMENT -- 8.9 PROJECT MANAGEMENT IS NOW A PROFESSION -- 8.10 COMPETENCY MODELS -- 8.11 HARRIS CORPORATION -- 8.12 ALCATEL-LUCENT: RECOGNIZING THE VALUE OF A PMP -- 8.13 INTEGRATED PROJECT MANAGEMENT AT SATYAM -- 8.14 HEWLETT-PACKARD -- 8.15 EXEL -- Chapter 9: Informal Project Management -- 9.0 INTRODUCTION -- 9.1 INFORMAL VERSUS FORMAL PROJECT MANAGEMENT -- 9.2 TRUST -- 9.3 COMMUNICATION.

9.4 COOPERATION -- 9.5 TEAMWORK -- 9.6 COLOR-CODED STATUS REPORTING -- 9.7 INFORMAL PROJECT MANAGEMENT AT WORK -- Chapter 10: Behavioral Excellence -- 10.0 INTRODUCTION -- 10.1 SITUATIONAL LEADERSHIP -- 10.2 CONFLICT RESOLUTION -- 10.3 STAFFING FOR EXCELLENCE -- 10.4 VIRTUAL PROJECT TEAMS -- 10.5 REWARDING PROJECT TEAMS -- 10.6 KEYS TO BEHAVIORAL EXCELLENCE -- 10.7 CONVERGENT COMPUTING -- 10.8 EDS -- 10.9 PROACTIVE VERSUS REACTIVE MANAGEMENT -- Chapter 11: Measuring Return on Investment on Project Management Training Dollars -- 11.0 INTRODUCTION -- 11.1 PROJECT MANAGEMENT BENEFITS -- 11.2 GROWTH OF ROI MODELING -- 11.3 THE ROI MODEL -- 11.4 PLANNING LIFE-CYCLE PHASE -- 11.5 DATA COLLECTION LIFE-CYCLE PHASE -- 11.6 DATA ANALYSIS LIFE-CYCLE PHASE -- 11.7 REPORTING LIFE-CYCLE PHASE -- 11.8 CONCLUSIONS -- Chapter 12: The Project Office -- 12.0 INTRODUCTION -- 12.1 SYPRIS ELECTRONICS -- 12.2 VITALIZE CONSULTING SOLUTIONS (VCS), INC. -- 12.3 CHURCHILL DOWNS INCORPORATED (CDI): ESTABLISHING A PMO -- 12.4 CHURCHILL DOWNS INCORPORATED (CDI): MANAGING SCOPE CHANGES -- 12.5 TYPES OF PROJECT OFFICES -- 12.6 STARTING UP A PMO AND CONSIDERATIONS -- 12.7 COMPUTER SCIENCES CORPORATION (CSC) -- 12.8 UNDERSTANDING THE NATURE OF A PMO -- 12.9 DTE ENERGY -- 12.10 EXEL -- 12.11 HEWLETT-PACKARD -- 12.12 EDS -- 12.13 STAR ALLIANCE -- 12.14 IMPORTANCE OF A PMO IN LOCAL GOVERNMENT -- 12.15 PROJECT AUDITS AND THE PMO -- 12.16 PROJECT HEALTH CHECKS -- 12.17 CRITICAL RATIO AS AN INDICATOR OF THE HEALTH OF A PROJECT -- 12.18 PMO OF THE YEAR AWARD -- Chapter 13: Six Sigma and the Project Management Office -- 13.0 INTRODUCTION -- 13.1 PROJECT MANAGEMENT-SIX SIGMA RELATIONSHIP -- 13.2 INVOLVING THE PMO -- 13.3 TRADITIONAL VERSUS NONTRADITIONAL SIX SIGMA -- 13.4 UNDERSTANDING SIX SIGMA -- 13.5 SIX SIGMA MYTHS -- 13.6 USE OF ASSESSMENTS -- 13.7 PROJECT SELECTION.

13.8 TYPICAL PMO SIX SIGMA PROJECTS -- Chapter 14: Project Portfolio Management -- 14.0 INTRODUCTION -- 14.1 WHY USE PORTFOLIO MANAGEMENT? -- 14.2 INVOLVEMENT OF SENIOR MANAGEMENT, STAKEHOLDERS, AND THE PMO -- 14.3 PROJECT SELECTION OBSTACLES -- 14.4 IDENTIFICATION OF PROJECTS -- 14.5 PRELIMINARY EVALUATION -- 14.6 STRATEGIC SELECTION OF PROJECTS -- 14.7 STRATEGIC TIMING -- 14.8 ANALYZING THE PORTFOLIO -- 14.9 PROBLEMS WITH MEETING EXPECTATIONS -- 14.10 PORTFOLIO MANAGEMENT AT ROCKWELL AUTOMATION -- 14.11 SYNOVUS FINANCIAL PROJECT PORTFOLIO IMPACT ASSESSMENT -- Chapter 15: Global Project Management Excellence -- 15.0 INTRODUCTION -- 15.1 IBM -- 15.2 COMPUTER ASSOCIATES (CA) SERVICES: SUCCESSFUL PROJECT DELIVERY AND MANAGEMENT -- 15.3 MICROSOFT CORPORATION -- 15.4 DELOITTE: ENTERPRISE PROGRAM MANAGEMENT -- 15.5 LESSONS LEARNED FROM JOHNSON CONTROLS AUTOMOTIVE EXPERIENCE'S GLOBAL PROJECTS -- 15.6 SIEMENS PLM SOFTWARE: DEVELOPING A GLOBAL PROJECT METHODOLOGY -- Chapter 16: Value-Driven Project Management -- 16.0 UNDERSTANDING VALUE -- 16.1 VALUE OVER THE YEARS -- 16.2 VALUES AND LEADERSHIP -- Chapter 17: Effect of Mergers and Acquisitions on Project Management -- 17.0 INTRODUCTION -- 17.1 PLANNING FOR GROWTH -- 17.2 PROJECT MANAGEMENT VALUE-ADDED CHAIN -- 17.3 PREACQUISITION DECISION-MAKING -- 17.4 LANDLORDS AND TENANTS -- 17.5 BEST PRACTICES: CASE STUDY ON JOHNSON CONTROLS, INC. -- 17.6 INTEGRATION RESULTS -- 17.7 VALUE CHAIN STRATEGIES -- 17.8 FAILURE AND RESTRUCTURING -- Appendix -- Index.