Advanced multi-project management : achieving outstanding speed and results with predictability
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書誌事項
Advanced multi-project management : achieving outstanding speed and results with predictability
J. Ross Pub., c2013
- : [hardcover]
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注記
Includes bibliographical references (p. 415) and index
内容説明・目次
内容説明
Even in a well-managed multi-project environment, it is not unusual to see half of all projects completed either late, over budget or with cuts to original scope. However, the proven approach presented in Advanced Multi-Project Management has enabled large, medium, and even small organizations to consistently complete their projects faster, within original scope and budget, and increase the number of projects executed with the same resources by as much as 70%. The list of companies that have used this methodology for stunning results includes some of the biggest, well-known names in the world-Boeing, Rio Tinto, ABB, and Chrysler. This guide details the six gears that must work in unison to drive speed and predictability within an organization.
目次
PART I-WHY MULTI-PROJECT ENVIRONMENTS ARE SO MESSED UPChapter 1: Introduction-The Multi-Project ProblemChapter 2: Resource ConflictsChapter 3: Poorly Defined Project NetworksChapter 4: The Biggest Leverage Point for ImprovingPART II-OVERVIEW OF THE PERMANENT MULTI-PROJECT SOLUTIONChapter 5: Project NetworksChapter 6: Strategic Buffering-Insulating Projects from VariabilityChapter 7: Controlled Project WIP-Aligning and Activating Multiple ProjectsChapter 8: Fast Execution, Single Priority System, RecoveryChapter 9: Enterprise Resource PlanningChapter 10: Multi-Project Software RequirementsChapter 11: What Is It All Worth? PART III-PROJECT PLANNING, NETWORKS, AND RISK AVOIDANCEChapter 12: Level of Detail-Not the Lowest LevelChapter 13: Step 1-The Project's Measurable Goals, Tangible Scope, and Sponsor CriteriaChapter 14: Step 2-The BackboneChapter 15: Step 3-The SkeletonChapter 16: Step 4-Additional Dependencies-First Risk Avoidance Chapter 17: Step 5-Checking Against Project Goals and Scope-Second Risk AvoidanceChapter 18: Step 6-ResourcingChapter 19: Step 7-Expert Scrutiny-Third Risk AvoidanceChapter 20: Step 8-Time estimates-Fourth Risk AvoidanceChapter 21: Step 9-Duration Reduction without CompromiseChapter 22: Step 10-Final Project Risk Assessment-Fifth Risk AvoidancePART IV-INSULATING PROJECTS FROM VARIABILITYChapter 23: Three Points of Network InsulationChapter 24: Operations versus Project Responsibility-Resource InsulationChapter 25: Project-to-Project Insulation Chapter 26: Common Cause versus Special Cause InsulationPART V-ALIGNING AND ACTIVATING MULTIPLE PROJECTSChapter 27: Setting Project Priorities Chapter 28: Two Different Ways to Align Multiple ProjectsChapter 29: "What If" Analyses on Timelines and ResourcesChapter 30: Finalizing the Project Schedule and ActivationPART VI-MULTI-PROJECT EXECUTIONChapter 31: Project Manager Execution RolesChapter 32: Resource Manager Execution Roles Chapter 33: Senior Management Execution Role-Daily Fast-Track MeetingsChapter 34: Senior Management Execution Role-Full-Kitting ProjectsChapter 35: Senior Management in Stage Gate -How to Avoid the Huge DamageChapter 36: Senior Management Execution Role-Portfolio Review ProcessPART VII-ENTERPRISE PROJECT RESOURCE PLANNINGChapter 37: Distinguishing between Temporary Bottlenecks and Need to Hire/ContractChapter 38: Supervisor and Management LoadsChapter 39: Increasing Load on Operations from Project CompletionChapter 40: Short-, Medium-, and Long-Term ChallengesPART VIII-MULTI-PROJECT SOFTWARE REQUIREMENTSChapter 41: Software Planning Requirements-Buffers, Global Resources, and AlignmentChapter 42: Software Execution Requirements-Buffer Penetration and Project and Resource TrendsChapter 43: Role-Based Software ViewsPART IX-EXECUTIVE BUY-IN AND CONCLUSIONSChapter 44: Executive Buy-In Chapter 45: ConclusionsAppendix A: Strategy and Tactics Approach For Multi-Project ManagementAppendix B: Success Stories and Video ReferencesAppendix C: Sample Enterprise Resource CategoriesAppendix D: What About Agile?Appendix E: Detailed Case Study on Project PlanningReferencesIndex
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