{"product_id":"value-driven-project-management-hardback-9780470500804","title":"Value-Driven Project Management (Hardback) 9780470500804","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eValue-Driven Project Management\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003eHarold Kerzner (Author), Frank P. Saladis (Author),  (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470500804, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 11 September 2009\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e288 pages, Drawings: 89 B\u0026amp;W, 0 Color\u003cbr\u003e23.6 x 16.1 x 2.7 cm, 0.517 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eIn the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure. \u003c\/p\u003e\n\u003cp\u003eToday's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value. \u003c\/p\u003e\n\u003cp\u003eResponding to the needs of today's project managers, \u003ci\u003eValue-Driven Project Management\u003c\/i\u003e begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including: \u003c\/p\u003e\n\u003cul\u003e \u003cli\u003eInternal value\u003c\/li\u003e \u003cli\u003eFinancial value\u003c\/li\u003e \u003cli\u003eFuture value\u003c\/li\u003e \u003cli\u003eCustomer-related value\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and \"sell\" the value-driven process to executives. \u003c\/p\u003e\n\u003cp\u003eThroughout the book, helpful illustrations clarify complex concepts and processes. \u003c\/p\u003e\n\u003cp\u003eAssigning valuable resources to projects that don't provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With \u003ci\u003eValue-Driven Project Management\u003c\/i\u003e in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003ePreface vii\u003c\/p\u003e \u003cp\u003eAcknowledgments xi\u003c\/p\u003e \u003cp\u003eInternational Institute for Learning, Inc. (IIL) xii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: HOW PROJECT MANAGEMENT HAS CHANGED 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Traditional Project Management May Not Work 2\u003c\/p\u003e \u003cp\u003eToday’s View of Project Management 8\u003c\/p\u003e \u003cp\u003eChanging Views of Project Management 16\u003c\/p\u003e \u003cp\u003eRecognizing the Need for Change 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: CHANGING OUR DEFINITION OF PROJECT SUCCESS 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChanging Times 50\u003c\/p\u003e \u003cp\u003eNot Meeting the Triple Constraint 52\u003c\/p\u003e \u003cp\u003eDefining Project and Program Success 54\u003c\/p\u003e \u003cp\u003eRedefining the Triple Constraint Success Criteria 56\u003c\/p\u003e \u003cp\u003eDefinition of Success 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: THE IMPORTANCE OF VALUE 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSuccess 62\u003c\/p\u003e \u003cp\u003eTypes of Value 64\u003c\/p\u003e \u003cp\u003eReturn on Investment (ROI) 66\u003c\/p\u003e \u003cp\u003eTypes of Business Values 68\u003c\/p\u003e \u003cp\u003eChanging Values 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: THE STAKEHOLDERS’ VIEW OF VALUE 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStakeholder Perception 104\u003c\/p\u003e \u003cp\u003eClassification of Stakeholders 106\u003c\/p\u003e \u003cp\u003eThe Sydney, Australia, Opera House 108\u003c\/p\u003e \u003cp\u003eApple’s Lisa Computer 112\u003c\/p\u003e \u003cp\u003eDenver International Airport 116\u003c\/p\u003e \u003cp\u003eBalancing Stakeholders’ Needs 120\u003c\/p\u003e \u003cp\u003eTraditional Conflicts over Values 122\u003c\/p\u003e \u003cp\u003eProject Management Value Conflicts 124\u003c\/p\u003e \u003cp\u003eValue Perceptions within a Project 126\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: THE COMPONENTS OF SUCCESS 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFour Cornerstones of Success 130\u003c\/p\u003e \u003cp\u003eCategories of Success 132\u003c\/p\u003e \u003cp\u003eCategories of Values 134\u003c\/p\u003e \u003cp\u003eDeciding on the Quadrant 138\u003c\/p\u003e \u003cp\u003eInternal Values 140\u003c\/p\u003e \u003cp\u003eFinancial Values 142\u003c\/p\u003e \u003cp\u003eFuture Values 144\u003c\/p\u003e \u003cp\u003eCustomer-Related Values 146\u003c\/p\u003e \u003cp\u003eReasons for Internal Value Failure 148\u003c\/p\u003e \u003cp\u003eReasons for Financial Value Failure 150\u003c\/p\u003e \u003cp\u003eReasons for Future Value Failure 152\u003c\/p\u003e \u003cp\u003eReasons for Customer-Related Value Failure 154\u003c\/p\u003e \u003cp\u003eAntares Solutions 156\u003c\/p\u003e \u003cp\u003eGeneral Electric (Plastics Group) 158\u003c\/p\u003e \u003cp\u003eAsea Brown Boveri (ABB) 160\u003c\/p\u003e \u003cp\u003eWestfield Group 162\u003c\/p\u003e \u003cp\u003eComputer Associates Technology Services 164\u003c\/p\u003e \u003cp\u003eConvergent Computing 166\u003c\/p\u003e \u003cp\u003eMotorola 168\u003c\/p\u003e \u003cp\u003eAutomotive Suppliers Sector 170\u003c\/p\u003e \u003cp\u003eBanking Sector 172\u003c\/p\u003e \u003cp\u003eCommodity Products (Manufacturing) Sector 174\u003c\/p\u003e \u003cp\u003eLarge Companies 176\u003c\/p\u003e \u003cp\u003eSmall Companies 178\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: SUCCESS AND BEST PRACTICES 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom Values to Best Practices 182\u003c\/p\u003e \u003cp\u003eTwo Components of Success 184\u003c\/p\u003e \u003cp\u003eRedefining Value Metrics (CSFs and KPIs) 186\u003c\/p\u003e \u003cp\u003eThe Need for Changing Metrics 188\u003c\/p\u003e \u003cp\u003eProject Management Office Involvement 190\u003c\/p\u003e \u003cp\u003eDiscovery of Best Practices 192\u003c\/p\u003e \u003cp\u003eThe Debriefing Pyramid 194\u003c\/p\u003e \u003cp\u003eDisclosure of Best Practices 196\u003c\/p\u003e \u003cp\u003eLevels of Success in Obtaining Values 198\u003c\/p\u003e \u003cp\u003eProject Management Knowledge 200\u003c\/p\u003e \u003cp\u003eProject Management Benchmarking 202\u003c\/p\u003e \u003cp\u003eSharing Values during Benchmarking 204\u003c\/p\u003e \u003cp\u003eIntellectual Property Cost versus Value 206\u003c\/p\u003e \u003cp\u003eImplementation Failures 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: THE VALUE CONTINUUM 211\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Timing of Values 212\u003c\/p\u003e \u003cp\u003eThe Value Continuum 214\u003c\/p\u003e \u003cp\u003eBarriers along the Continuum 216\u003c\/p\u003e \u003cp\u003eActivities to Speed Up the Value Continuum 218\u003c\/p\u003e \u003cp\u003eThe Value Continuum and the Project\u003c\/p\u003e \u003cp\u003eManagement Maturity Model 220\u003c\/p\u003e \u003cp\u003eValue Management Life-Cycle Phases 222\u003c\/p\u003e \u003cp\u003eValue Identification Phase: Business Case 224\u003c\/p\u003e \u003cp\u003eBusiness Drivers Phase: Business Drivers 226\u003c\/p\u003e \u003cp\u003eMeasurement Phase: Key Performance Indicators 228\u003c\/p\u003e \u003cp\u003eValue Realization Phase: Value (Benefits) 230\u003c\/p\u003e \u003cp\u003eCustomer Satisfaction Management Phase:\u003c\/p\u003e \u003cp\u003eContinuous Improvement 232\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: ASSIGNING VALUE THROUGH OBJECTIVES 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of Performance Reports 236\u003c\/p\u003e \u003cp\u003eBenefits and Value at Completion 238\u003c\/p\u003e \u003cp\u003eDetermining Benefits (Value) at Completion 240\u003c\/p\u003e \u003cp\u003eEstablishing the Business Objectives 242\u003c\/p\u003e \u003cp\u003eEstimating Approaches 246\u003c\/p\u003e \u003cp\u003eProject Plans 248\u003c\/p\u003e \u003cp\u003eBusiness Plans 250\u003c\/p\u003e \u003cp\u003eCanceling Projects 252\u003c\/p\u003e \u003cp\u003eMarrying Project and Program Management 254\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: VALUE LEADERSHIP AND SENIOR MANAGEMENT 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Evolution of Leadership 258\u003c\/p\u003e \u003cp\u003eMeasurements and Triggers 260\u003c\/p\u003e \u003cp\u003eWhat Executives Want to Hear 262\u003c\/p\u003e \u003cp\u003eCritical Issues for the Selling Process 264\u003c\/p\u003e \u003cp\u003eThreats that Executives Face 266\u003c\/p\u003e \u003cp\u003eProject Management Success versus Maturity 268\u003c\/p\u003e \u003cp\u003eConclusions 270\u003c\/p\u003e \u003cp\u003eIndex 273\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Mechanical engineering \u0026amp; materials [\u003ca title=\"See our other books on Mechanical engineering \u0026amp; materials\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Mechanical%20engineering%20\u0026amp;%20materials%20%5BTG%5D%22\"\u003eTG\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand 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