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CITU |
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20240510155247.0 |
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181023s2018 nju ob 001 0 eng |
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| LC control number |
2018050929 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119530824 (ePub) |
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9781119530879 (Adobe PDF) |
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9781119530824 (pbk.) |
| 041 ## - LANGUAGE CODE |
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eng |
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pcc |
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| Classification number |
HD69.P75 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4/04 |
| Edition number |
23 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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Kerzner, Harold, |
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author. |
| 245 10 - TITLE STATEMENT |
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| Title |
Using the project management maturity model : |
| Remainder of title |
strategic planning for project management / |
| Statement of responsibility, etc |
Harold Kerzner, Ph.D. |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
Third edition. |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Hoboken, New Jersey : |
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John Wiley & Sons, Inc., |
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[2019] |
| 300 ## - PHYSICAL DESCRIPTION |
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1 online resource. |
| 336 ## - CONTENT TYPE |
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text |
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txt |
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rdacontent |
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computer |
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c |
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rdamedia |
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online resource |
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cr |
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rdacarrier |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc |
Includes bibliographical references and index. |
| 505 ## - CONTENTS |
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| Formatted contents note |
Table of contents<br/><br/>Preface xi<br/><br/>Introduction xiii<br/><br/>Chapter 1 The Need for Strategic Planning for Project Management 1<br/><br/>Introduction 1<br/><br/>Misconceptions 1<br/><br/>Project Management Becomes a Strategic Competency 3<br/><br/>General Strategic Planning 4<br/><br/>Participation by the Project Manager in Strategic Planning 5<br/><br/>What Is Strategic Planning for Project Management? 7<br/><br/>Executive Involvement 13<br/><br/>Critical Success Factors for Strategic Planning 13<br/><br/>Identifying Strategic Resources 14<br/><br/>Why Does Strategic Planning for Project Management Sometimes Fail? 17<br/><br/>Concluding Remarks 19<br/><br/>Chapter 2 The Need to Plan for Project Management Maturity 21<br/><br/>Introduction 21<br/><br/>The Need for a PMMM 21<br/><br/>Other Purposes for the PMMM 23<br/><br/>Defining Project Management Maturity 24<br/><br/>Advantages of Using a PMMM 25<br/><br/>Disadvantages of Using a PMMM 26<br/><br/>Selecting a PMMM 27<br/><br/>Changing the Strategic Direction 27<br/><br/>Maturity and Core Competencies 28<br/><br/>Maturity and Assessment Timing 28<br/><br/>The Importance of Intangible Maturity Metrics 29<br/><br/>Chapter 3 Customizing the PMMM 31<br/><br/>The Need for PMMM Customization 31<br/><br/>Understanding Customization 31<br/><br/>Issues with Public-Sector Project Management Maturity 32<br/><br/>Olympic Games Project Management Maturity 35<br/><br/>Capturing Olympic Games Lessons Learned 36<br/><br/>Chapter 4 An Introduction to the Project Management Maturity Model (PMMM) 39<br/><br/>Introduction 39<br/><br/>The Foundation for Excellence 40<br/><br/>Overlap of Levels 41<br/><br/>Risks 43<br/><br/>Assessment Instruments 44<br/><br/>Chapter 5 Level 1: Common Language 45<br/><br/>Introduction 45<br/><br/>Roadblocks 46<br/><br/>Advancement Criteria 47<br/><br/>Risk 47<br/><br/>Assessment Instrument for Level 1 48<br/><br/>Questions 48<br/><br/>Answer Key 61<br/><br/>Explanation of Points for Level 1 63<br/><br/>Opportunities for Customizing Level 1 63<br/><br/>Chapter 6 Level 2: Common Processes 65<br/><br/>Introduction 65<br/><br/>Life Cycles for Level 2 66<br/><br/>Roadblocks 68<br/><br/>Advancement Criteria 69<br/><br/>Risk 69<br/><br/>Overlapping Levels 70<br/><br/>Assessment Instrument for Level 2 70<br/><br/>Questions 71<br/><br/>Explanation of Points for Level 2 74<br/><br/>Opportunities for Customizing Level 2 74<br/><br/>Chapter 7 Level 3: Singular Methodology 75<br/><br/>Introduction 75<br/><br/>Integrated Processes 76<br/><br/>Culture 78<br/><br/>Management Support 79<br/><br/>Informal Project Management 80<br/><br/>Training and Education 80<br/><br/>Behavioral Excellence 82<br/><br/>Roadblocks 83<br/><br/>Advancement Criteria 83<br/><br/>Risk 83<br/><br/>Overlapping Levels 84<br/><br/>Assessment Instrument for Level 3 84<br/><br/>Questions 84<br/><br/>Answer Key 92<br/><br/>Explanation of Points for Level 3 94<br/><br/>Opportunities for Customizing Level 3 95<br/><br/>Chapter 8 Level 4: Benchmarking 97<br/><br/>Introduction 97<br/><br/>Characteristics 98<br/><br/>The Project Office or Center of Excellence 99<br/><br/>Benchmarking Opportunities 100<br/><br/>Roadblocks 102<br/><br/>Advancement Criteria 103<br/><br/>Assessment Instrument for Level 4 103<br/><br/>Questions 103<br/><br/>Explanation of Points for Level 4 106<br/><br/>Opportunities for Customizing Level 4 107<br/><br/>Chapter 9 Level 5: Continuous Improvement 109<br/><br/>Characteristics 109<br/><br/>Continuous Improvement Areas 110<br/><br/>The Never-Ending Cycle 112<br/><br/>Examples of Continuous Improvement 113<br/><br/>Developing Effective Procedural Documentation 113<br/><br/>Project Management Methodologies 119<br/><br/>Continuous Improvement 120<br/><br/>Capacity Planning 121<br/><br/>Competency Models 122<br/><br/>Managing Multiple Projects 124<br/><br/>End-of-Phase Review Meetings 125<br/><br/>Strategic Selection of Projects 126<br/><br/>Portfolio Selection of Projects 129<br/><br/>Horizontal or Project Accounting 131<br/><br/>Organizational Restructuring 133<br/><br/>Career Planning 134<br/><br/>Assessment Instrument for Level 5 135<br/><br/>Questions 135<br/><br/>Explanation of Points for Level 5 137<br/><br/>Opportunities for Customizing Level 5 137<br/><br/>Chapter 10 Sustainable Competitive Advantage 139<br/><br/>Introduction 139<br/><br/>Strategic Thrusts 140<br/><br/>The Need for Continuous Improvement 143<br/><br/>Project Management Competitiveness 143<br/><br/>Products versus Solutions 144<br/><br/>Enterprise Project Management 145<br/><br/>Engagement Project Management 146<br/><br/>Chapter 11 Advanced Project Management Maturity Assessments 147<br/><br/>Introduction: Changing Times 147<br/><br/>Redefining Maturity from PM 1.0 to PM 2.0/3.0 147<br/><br/>Some Critical Issues with PM 1.0 149<br/><br/>The Need for PM 2.0 150<br/><br/>The Need for PM 3.0 153<br/><br/>Criticisms of PM 2.0 and PM 3.0 154<br/><br/>Implementing Continuous Improvement Changes 155<br/><br/>How to Update the Assessment Instruments 157<br/><br/>Changing Definitions for PM 2.0 and PM 3.0 158<br/><br/>Assessing Maturity for PM 2.0 and PM 3.0 159<br/><br/>Statements 159<br/><br/>Measuring Intangible Benefits and Value 164<br/><br/>Customizing PM 2.0 and PM 3.0 Assessments 165<br/><br/>PMMM and the Agile Environment 171<br/><br/>Chapter 12 How to Conduct a Project Management Maturity Assessment 173<br/><br/>Introduction 173<br/><br/>Find Ways to Bypass the Corporate Immune System 173<br/><br/>Explain Why You Are Doing This 174<br/><br/>Pick the Model that Is Best for Your Organization 175<br/><br/>Maturity Models: How Do They Compare? 176<br/><br/>Create the Right Fit 176<br/><br/>Choose an Appropriate Delivery Method 177<br/><br/>Establish Responsibility 180<br/><br/>Decide Who Should Participate 181<br/><br/>Turn the Results into an Action Plan 182<br/><br/>Develop a Remedial Training Curriculum 183<br/><br/>Keep Top Management Informed 183<br/><br/>Virtual Reporting 184<br/><br/>Benchmark Your Results to Others 184<br/><br/>Do It Again 185<br/><br/>Chapter 13 Using the PMMM to Extract Best Practices 187<br/><br/>Introduction 187<br/><br/>The Best Practices Process 188<br/><br/>Step 1: Definition of a Best Practice 189<br/><br/>Step 2: Seeking Out Best Practices 190<br/><br/>Step 3: Validating the Best Practice 191<br/><br/>Step 4: Levels of Best Practices 192<br/><br/>Step 5: Management of Best Practices 193<br/><br/>Step 6: Revalidating Best Practices 194<br/><br/>Step 7: What to Do with a Best Practice 194<br/><br/>Step 8: Communicating Best Practices Across the Company 195<br/><br/>Step 9: Ensuring Usage of the Best Practices 196<br/><br/>Common Beliefs 196<br/><br/>Best Practices Library 197<br/><br/>Best Practices and the PMMM 199<br/><br/>Chapter 14 Case Studies 201<br/><br/>Case 1: Simone Engineering Company 201<br/><br/>Case 2: NorthStar Software Company 202<br/><br/>Case 3: Colmar Automotive 203<br/><br/>Case 4: Ferris HealthCare, Inc. 204<br/><br/>Case 5: Clark Faucet Company 205<br/><br/>Case 6: Macon, Inc. 207<br/><br/>Case 7: The Blue Spider Project 209<br/><br/>Case 8: Corwin Corporation 221<br/><br/>Case 9: The Trophy Project 230<br/><br/>Appendix The Kerzner Project Management Maturity Model 235<br/><br/>XXXX KPMMM 235<br/><br/>Introduction 237<br/><br/>Respondents by Project Roles and Countries Represented 241<br/><br/>Executive Overview of the Assessment Results 242<br/><br/>Level 1: Common Language (Max 800) 244<br/><br/>Level 2: Common Processes (Max 60) 251<br/><br/>Level 3: Singular Methodology (Max 210) 256<br/><br/>Level 4: Benchmarking (Max 75) 260<br/><br/>Level 5: Continuous Improvement (Max 48) 262<br/><br/>A Study of Level 1 Performance 263<br/><br/>A Study of Level 2 Performance 267<br/><br/>A Study of Level 3 Performance 271<br/><br/>A Study of Level 4 Performance 275<br/><br/>A Study of Level 5 Performance 279<br/><br/>Suggested Actions 283<br/><br/>Index 285<br/> |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner—updated and expanded<br/><br/>Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK® Guide—Sixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.<br/><br/>Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm’s growth using PM 2.0 and PM 3.0. <br/><br/> Features customizable maturity model assessment tools for organizations of all sizes<br/> Includes assessment questions updated to line up with PMBOK® Guide—6th Edition<br/> Offers detailed guidance on applying the maturity model for Agile and Scrum<br/> Includes PowerPoint decks to aid in teaching the maturity model<br/><br/>Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management. |
| 545 0# - BIOGRAPHICAL OR HISTORICAL DATA |
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| Biographical or historical note |
About the Author<br/><br/>HAROLD KERZNER, PHD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® credential holder or global equivalent each year.<br/> |
| 588 ## - SOURCE OF DESCRIPTION NOTE |
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| Source of description note |
Description based on print version record and CIP data provided by publisher. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Project management. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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Strategic planning. |
| 655 ## - INDEX TERM--GENRE/FORM |
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Electronic books. |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
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| Link text |
Full text available at Wiley Online Library Click here to view |
| Uniform Resource Identifier |
https://onlinelibrary.wiley.com/doi/book/10.1002/9781119559078 |
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EBOOK |