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Using the Project Management Maturity Model : Strategic Planning for Project Management.

Author: Harold Kerzner
Publisher: Hoboken : John Wiley & Sons, 2005.
Edition/Format:   eBook : Document : English : 2nd edView all editions and formats
Database:WorldCat
Summary:
Updated for today's businesses-a proven model FOR assessment and ongoing improvementUsing the Project Management Maturity Model, Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Kerzner, Harold.
Using the Project Management Maturity Model : Strategic Planning for Project Management.
Hoboken : John Wiley & Sons, ©2005
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Harold Kerzner
ISBN: 9780471691617 0471691615 9781118009321 1118009320
OCLC Number: 768081375
Notes: Selecting the appropriate response mechanism.
Description: 1 online resource (353 pages)
Contents: USING THE PROJECT MANAGEMENT MATURITY MODEL; Contents; Foreword; Foreword to the First Edition; Preface; Introduction; 1: The Need for Strategic Planning for Project Management; INTRODUCTION; MISCONCEPTIONS; WALL STREET BENEFITS; STAKEHOLDERS; GAP ANALYSIS; CONCLUDING REMARKS; 2: Impact of Economic Conditions on Project Management; INTRODUCTION; HISTORICAL BASIS; 3: Principles of Strategic Planning; GENERAL STRATEGIC PLANNING; WHAT IS STRATEGIC PLANNING FOR PROJECT MANAGEMENT?; EXECUTIVE INVOLVEMENT; THE GENERAL ENVIRONMENT; CRITICAL SUCCESS FACTORS FOR STRATEGIC PLANNING; QUALITATIVE FACTORS. ORGANIZATIONAL FACTORSQUANTITATIVE FACTORS; IDENTIFYING STRATEGIC RESOURCES; WHY DOES STRATEGIC PLANNING FOR PROJECT MANAGEMENT SOMETIMES FAIL?; 4: An Introduction to the Project Management Maturity Model (PMMM); INTRODUCTION; THE FOUNDATION FOR EXCELLENCE; OVERLAP OF LEVELS; RISKS; ASSESSMENT INSTRUMENTS; 5: Level 1: Common Language; INTRODUCTION; ROADBLOCKS; ADVANCEMENT CRITERIA; RISK; ASSESSMENT INSTRUMENT FOR LEVEL 1; QUESTIONS; ANSWER KEY; EXPLANATION OF POINTS FOR LEVEL 1; 6: Level 2: Common Processes; INTRODUCTION; LIFE CYCLES FOR LEVEL 2; ROADBLOCKS; ADVANCEMENT CRITERIA; RISK. OVERLAPPING LEVELSASSESSMENT INSTRUMENT FOR LEVEL 2; QUESTIONS; EXPLANATION OF POINTS FOR LEVEL 2; 7: Level 3: Singular Methodology; INTRODUCTION; INTEGRATED PROCESSES; CULTURE; MANAGEMENT SUPPORT; INFORMAL PROJECT MANAGEMENT; TRAINING AND EDUCATION; BEHAVIORAL EXCELLENCE; ROADBLOCKS; ADVANCEMENT CRITERIA; RISK; OVERLAPPING LEVELS; ASSESSMENT INSTRUMENT FOR LEVEL 3; QUESTIONS; ANSWER KEY; EXPLANATION OF POINTS FOR LEVEL 3; 8: Level 4: Benchmarking; INTRODUCTION; CHARACTERISTICS; THE PROJECT OFFICE/CENTER OF EXCELLENCE; BENCHMARKING OPPORTUNITIES; ROADBLOCKS; ADVANCEMENT CRITERIA. ASSESSMENT INSTRUMENT FOR LEVEL 4QUESTIONS; EXPLANATION OF POINTS FOR LEVEL 4; 9: Level 5: Continuous Improvement; CHARACTERISTICS; CONTINUOUS IMPROVEMENT AREAS; THE NEVER-ENDING CYCLE; EXAMPLES OF CONTINUOUS IMPROVEMENT; DEVELOPING EFFECTIVE PROCEDURAL DOCUMENTATION; PROJECT MANAGEMENT METHODOLOGIES; CONTINUOUS IMPROVEMENT; CAPACITY PLANNING; COMPETENCY MODELS; MANAGING MULTIPLE PROJECTS; END-OF-PHASE REVIEW MEETINGS; STRATEGIC SELECTION OF PROJECTS; PORTFOLIO SELECTION OF PROJECTS; HORIZONTAL OR PROJECT ACCOUNTING; ORGANIZATIONAL RESTRUCTURING; CAREER PLANNING. ASSESSMENT INSTRUMENT FOR LEVEL 5QUESTIONS; EXPLANATION OF POINTS FOR LEVEL 5; 10: Sustainable Competitive Advantage; INTRODUCTION; STRATEGIC THRUSTS; THE NEED FOR CONTINUOUS IMPROVEMENT; PROJECT MANAGEMENT COMPETITIVENESS; PRODUCTS VERSUS SOLUTIONS; ENTERPRISE PROJECT MANAGEMENT; ENGAGEMENT PROJECT MANAGEMENT; 11: Special Problems with Strategic Planning for Project Management; INTRODUCTION; THE MANY FACES OF SUCCESS; THE MANY FACES OF FAILURE; TRAINING AND EDUCATION; CULTURAL CHANGE MANAGEMENT; PARTNERSHIPS; THE IMPACT OF RISK CONTROL MEASURES; DEPENDENCIES BETWEEN RISKS.
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Abstract:

This Second Edition of the book that laid the ground work for a strategic approach to project management, Using the Project Management Maturity Model: Strategic Planning for Project Management  Read more...

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