Project management: A systems approach to planning, scheduling, and controlling. Fifth edition

New Yorkxx, 1152 p.: bibl., index; 24 c

Project Management

xv,1023 hlm.;24 c

Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance

Today, with the growth of complex projects, stakeholder involvement in projects, advances in computer technology for dashboard designs, metrics, and key performance indicators for project management have become an important focus. This Second Edition of the bestselling book walks readers through everything from the basics of project management metrics and key performance indicators to establishing targets and using dashboards to monitor performance. The content is aligned with PMI's PMBOK Guide and stresses "value" as the main focal point

How the Seven Deadly Sins can Lead to Project Failure

For more than forty years, the project management landscape has seen textbooks, journal articles and presented papers discussing the causes of project failures. Unfortunately, many of the failure analyses seem to look at failure superficially rather than in depth. When trying to discover the root cause of a failure, we usually look first in the contractor’s company for someone to blame rather than in our own company. If that doesn’t work, then we begin climbing the organizational hierarchy in our own company by focusing on the project team, followed by the project manager. Once we find someone to blame, the search seems to end and we feel comfortable that we have discovered the cause of the failure. It is human nature to begin finger-pointing at the bottom of the organizational hierarchy first, rather than at the top. Yet, more often than not, the real cause of failure is the result of actions (or inactions) and decisions made at the top of the organizational chart than at the bottom. It is also human nature to make decisions based upon how we are affected by the Seven Deadly Sins, namely: envy, anger, pride, greed, sloth, lust and gluttony. Decisions made based upon the Seven Deadly Sins, whether they are made at the top or bottom of the organization, can have dire consequences on projects. Sometimes the sins are hidden and not easily recognized by ourselves or others. We simply do not see or feel that were are committing a sin. The Seven Deadly Sins affect all of us sooner or later, even though we refuse to admit it. Some of us may be impacted by just one or two of the sins, whereas others may succumb to all seven. What is unfortunate is that the greatest damage can occur on projects when the sins influence the way that senior levels of management must interface with projects, whether as a project sponsor or as a member of a governance group. Bad decisions at the top, especially if based upon emotions rather than practicality, can place the project on a destructive path even before the day the project is kicked off.DOI:10.5585/gep.v3i3.12

Project Management : A Systems Approach To Planning, Scheduling, and Controlling

988hl

Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance

With the growth of complex projects, stakeholder involvement, and advancements in visual-based technology, metrics and KPIs (key performance indicators) are key factors in evaluating project performance. Dashboard reporting systems provide accessible project performance data, and sharing this vital data in a concise and consistent manner is a key communication responsibility of all project managers. This 3rd edition of Kerzner’s groundbreaking work includes the following updates: new sections on processing dashboard information, portfolio management PMO and metrics, and BI tool flexibility. PPT decks by chapter and a test bank will be available for use in seminar presentations and courses