| Description |
xiii, 231 pages : illustrations ; 24 cm |
| Series |
Artech House effective project management series |
|
Artech House technology management and professional development library |
|
Artech House professional development and technology management library.
|
|
Artech House effective project management series.
|
| Contents |
Machine derived contents note: Introduction to the Process Improvement Life Cycle -- The Importance of Process Improvement Stand Still and Go Backwards -- Standish Group Chaos Report Balancing People, Project Management Processes, and -- Technology Process Improvement Versus Practice Improvement -- Typical Project Improvement Practices Project Reviews Best Practices -- Lessons Learned Definition of the Process Improvement -- Life Cycle Where Are You? Where Do You Want To Be? -- How Will You Get There? How Well Did You Do? -- Who Is Responsible for Process Improvement? -- Establishing a Standard Process Managing -- Best Practices and Lessons Learned -- -- -- -- Managing Performance Data Against Standard Processes -- Continuously Improving the Project Management Process -- Effectively Dealing with the Obstacles -- Points to Remember -- References -- 2 Overview of the Project Management Maturity -- Model -- The Software Engineering Institute Capability -- Maturity Modelʼ -- Purpose -- Structure -- Application -- The Project Management Maturity Model -- Level 1: Initial Process -- Level 2: Structured Process -- Level 3: Institutionalized Process -- Level 4: Managed Process -- Level 5: Optimizing Process -- PMBOK Knowledge Areas and Maturity Profile -- Project Integration Management -- Project Scope Management Project Time Management Project Cost Management -- Project Quality Management -- Project Human Resources Management Project Communications Management -- Project Risk Management -- Project Procurement Management -- Points to Remember -- References -- -- -- -- 3 Assessing and Reporting Maturity Level -- Overview of the Survey Questionnaire -- Design of the Survey -- Defining Maturity Level Penetration -- Reporting the Process Maturity Baseline -- Kiviatt Charts -- Box & Whisker Plots -- Reporting the Project/Process Maturity Gap -- PP Below PD Baseline -- PP at PD Baseline -- PP Above PD Baseline -- Maturity Profile by Knowledge Area -- Process Maturity Matrix -- Closing the Maturity Gap -- Points to Remember -- References -- 4 Metrics to Identify Project Improvement -- Opportunities -- Project Level -- Cost/Schedule Control Milestone Trend Charts -- Project Reviews -- Prioritizing Improvement Opportunities -- Ranking Improvement Opportunities -- Points to Remember -- Reference -- 5 Tools to Investigate Improvement Opportunities -- Problem Solving for Continuous Improvement -- Definition -- Brainstorming -- -- -- -- Fishbone Diagrams Force Field Analysis -- Pareto Diagrams -- Process Charts -- Root Cause Analysis Prioritizing Processes -- Scheduling Improvement Initiatives by Knowledge -- Area -- Scheduling Improvement Initiatives in Groups -- Scheduling Improvement Initiatives One at a Time -- Recap -- Points to Remember -- Reference -- 6 Commissioning Improvement Initiatives -- Characteristics of an Improvement Program -- Long Duration -- Multiproject Approach Just-in-Time Planning -- High Change High Kill Rate -- Characteristics of an Improvement Initiative -- Short Duration -- Multiphase Approach Just-in-Time Planning -- High Change High Kill Rate -- Setting Maturity Goals -- Scope the Initiative -- Evaluating Improvement Opportunities -- High-Level Planning of the Initiative -- Work Breakdown Structure -- -- -- -- Prioritize and Schedule Approaches -- Monitoring the Initiative -- Define Performance Metrics -- Track Performance Metric -- Redirecting the Initiative -- Abandonment of Approaches -- Reprioritize and Reschedule Approaches -- Closing the Initiative -- Assess Final Performance Improvement -- Reprioritize Improvement Opportunities -- Points to Remember -- Reference -- 7 Case Study: B. Stoveburden Trucking Company -- Case Study Background -- Project Overview Statement -- Fishbone Diagram to Identify the Reasons Why -- Projects Fail -- PD and PP Maturity Levels for Selected Knowledge -- Areas -- Process Level -- Scope Management Processes -- HR Management Processes -- Time Management Cost Management -- Results of the Improvement Programs -- Points to Remember -- 8 Closing Thoughts -- Implementation Challenges -- Perceived Value -- Cultural Fit Sponsorship -- -- -- -- Suggested Implementation Strategies Major Program Initiative Project Initiative Slow but Steady Points to Remember |
| Summary |
No matter how perfect a project plan may be on paper, it is worthless if nobody actually uses it. This innovative guide shows you how to ensure that your team has the process capabilities needed to successfully carry out any project plan you put to paper. By using the SEI's Capability Maturity Model, The Project Management Maturity Model, and PMBOK Knowledge areas, you can baseline your team's process level to see how it measures up to those required by a project plan |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Organizational change -- Management.
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Project management.
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Reengineering (Management)
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| LC no. |
2004299061 |
| ISBN |
1580537170 |
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9781580537179 |
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