Text knode: 2006 - Executive Guide to Project Management.pdf

Fact No	Subject	Verb	Object	Weight
1	it	happen	at your company	1
2	ment	is	worth or know someone else who needs more " appreciate and understand-an outline of the project management process, Unless an organization your role in making	5
3	you	need	to advance in the eyes of your deliver predictable customers, shareholders and employees	1
4	This guide	helps	to give	1
5	project management	can convert	business strategy into business results	6
6	results	are beginning	to understand	1
7	to reassess your strategic decision-making	could be	biggest sin of your business career	1
8	you	perform	enterprise maintenance	1
9	executive sponsors	can mean	difference between profit and loss	1
10	PMBOK® Guide	is	mouthful	1
11	Guide to the Project Management Body of Knowledge	is	mouthful	5
12	this project management resource	holds	key to enterprise success	5
13	Jeffrey Bouley	looking	for proof that project management contributes to enterprise success	5
14	Peter Fretty	faced	with electricity shortages	1
15	New Zealand	turns	to mother nature for help	1
16	project management	can change	bottom line	5
17	answers	will fuel	entrée into the business stratosphere	1
18	project management	can sound	like double speak	5
19	executives	improve	enterprise success	1
20	executives	can control	costs	1
21	Belgium / Tel: +32-2-743 15 73	must be made	in writing to the publisher	1
22	No part of the PMI Executive Guide to Project Management	may be reproduced	transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without written permission	6
23	delivering projects on time and on budget	is	crucial to any successful business	1
24	project management	made	way onto the radar screen of senior executives	5
25	CIOs	were asked	to name their number one challenge in 2006	1
26	answer	was	project management	5
27	Even the best ideas	are	just words on paper without well-constructed and well-managed plans	1
28	projects	encompass	enterprise-wide, million-dollar projects that cut across global and virtual teams	1
29	projects	have grown	in complexity and now	1
30	It	is	no-brainer for senior management to jump on the project management bandwagon	5
31	project management	accomplish	strategies	5
32	project management	is	low-risk means to an end	5
33	project management	is	proven way	5
34	principles, techniques and practices	applied	to a range of activities to meet the requirements of a specific effort	1
35	project management	is	set of principles, techniques and practices	5
36	Projects	have	clear beginning and end	1
37	business	may produce	allowing you to leverage past hard-won lessons	1
38	business	may produce	similar deliverables	1
39	effort	is	unique, with its own leadership challenges	1
40	Project management	is not	business world's flavor of the month	6
41	you	see	work of project managers	4
42	project management	was not recognized	formally until the last 40 years	5
43	bottom line	is	that project management is about converting business strategy into business results	6
44	It	can streamline	company	1
45	It	provides	standardized process that can offer repeatable results	1
46	employees	became	accidental project managers because of their positions and responsibilities	4
47	increasing number of workers	receiving	specific education and training	1
48	increasing number of workers	are seeking out	project management positions	5
49	knowledge and skills	needed	to get the job done right	1
50	someone	trained	in accounting	1
51	you	want	someone who is not trained formally in project management to handle your strategic initiatives	5
52	Project managers in the past	have been described	as the ones who organize, plan and monitor a project	9
53	today's project managers	are leading	global and virtual teams	4
54	today's project managers	need	larger set of skills	4
55	today's project managers	have	larger responsibilities	4
56	project managers	have	formal leadership training	5
57	that knowledge	raised	expectations that their knowledge, techniques and skills will be taken seriously	1
58	that knowledge	comes	expectations that their knowledge, techniques and skills will be taken seriously	1
59	Project managers	need	to become mini-CEOs these days	4
60	Project managers	need	become	4
61	president of The Marengo Group LLC	specializing	in project management office startups	5
62	project management consulting firm specializing in project management office startups, and author of Napoleon on Project Management: Timeless Lessons in Planning, Execution, and Leadership	specializing	in project management office startups	10
63	project managers	need	assist with the business case development	5
64	project managers	need	speak the language of business	5
65	project managers	need	understand the business implications of their projects	5
66	project managers	need	to be savvy with stakeholder management	7
67	Today's complicated, expensive projects	are	no longer stand-alone efforts	1
68	they	affect	entire organization and its stakeholders	1
69	Projects	need	to be aligned with corporate goals	1
70	benefits the organization	envisioned	at the beginning	1
71	it	delivers	benefits the organization	1
72	stakeholders	are pleased	with the outcome	1
73	project	is	truly successful	4
74	CEOs	come	to understand the benefits of efficient project management	5
75	This larger-picture view	has become	increasingly important	1
76	project management	is being discussed	in the executive suite and the boardroom	5
77	success	is	due to heroes	1
78	results	are	less repeatable	1
79	company	is	relationship with its customers	1
80	temporary endeavor	undertaken	to create a unique product, service or result	1
81	related projects	managed	in a coordinated way	1
82	Programs	include	element of ongoing work	1
83	use of portfolio management	processes	to select	3
84	use of portfolio management	processes	support project or program investments	7
85	Certified Associate in Project Management	do not plan	on making it their career	5
86	Certified Associate in Project Management	is designed	for project team members and entry-level project managers, qualified undergraduate and graduate students who have an understanding of project management	10
87	credential	means	that an employee has 1,500 hours of work on a project team or 23 hours of formal project education	5
88	it	comes	to processes and terminology-there's less of a project management learning curve	5
89	CAPM	shows	that functional team members will all be on the same page	1
90	designation	tells	employers that a leader has demonstrated a solid foundation of project knowledge and adheres to a code of professional conduct	4
91	practitioner	has accumulated	directing specific tasks and 60 months of project management experience	5
92	having a staff of PMP holders	tells	customers that you're serious about achieving results	1
93	This list of expected questions	helps	minimize traditional distractions to get into the project details, to solve the project issues, or to do the project manager's job for them	4
94	project managers	looking	for from executives	4
95	They	be isolated	from other pressures	1
96	They	be held	accountable for the project's success or failure	4
97	They	expect	to be given clear objectives, the responsibility to implement a documented project plan, enough time to achieve their objectives	4
98	they	expect	executives	1
99	fundamental truth	is	that project success depends not only on the actions of the project manager, but also on the executive	5
100	with a focus on the vision and leadership aspects of it-which is an executive's bread and butter-it	is	more accessible	1
101	Project management	might seem	daunting for CEOs	5
102	Project management	is	that's really	5
103	Project management	should be called	people management	7
104	them	achieve	objectives	1
105	It	understanding	people	1
106	it	is	really all about leadership	1
107	we	must work	faster, better and cheaper with more people, different partners, across more cultures and time zones	1
108	only way to manage this complexity, deliver on time	remain	profitable	1
109	only way to manage this complexity, deliver on time	is	to employ a trusted management technique	3
110	They	simplified	process of tracking milestones, deliver- software can ables and an array of other factors, including regulatory requirements	1
111	Humans	combine	experience, knowledge and intuition	1
112	Humans	must make	business decisions that knowledge	1
113	replace skills	become	so reliant on technology that they lose sight of a basic issue	1
114	organizations	become	so reliant on technology that they lose sight of a basic issue	1
115	organization	standardize	business processes	1
116	potential gains	are	enor- management mous	2
117	Factor in dozens of offices or A single project	manufacturing	plants in far-flung locales	4
118	it	ensure	high level of consistency and framework will uniformity	1
119	it	deploy	tools and processes	1
120	ect	falls	behind schedule	1
121	multiple responsibilities and limited time	dedicate	to project implementations	4
122	plan	fall	behind schedule	1
123	scope of the project	will execution	phase	5
124	origins	date	back to the planning process	1
125	employees	assigned	to handle tasks in addition to their regular duties	1
126	problem	is exacerbated	by employees	1
127	They	wind up	overwhelmed and perform all their responsibilities less effectively	1
128	knowledge and tools	execute	project plan	5
129	It	understand	make sure that project managers and others have	4
130	It	needs	make sure that project managers and others have	4
131	sense or the organization	needs	to handle it in a completely different way	1
132	thorough upfront analysis and planning	will indicate	that a project doesn't make	4
133	strong project plan	will identify	problem spots	4
134	Risk management	is	one of the greatest benefits of a strong project management-centered culture	7
135	project management	is not	about throwing maximum resources at a problem and witnessing a transformation	5
136	Project management	is	like a pond	5
137	itself	falling	behind schedule	1
138	This problem	becomes	particularly severe	1
139	they	run	into resistance and legacy thinking	1
140	layer of the organization	accomplish	to achieve project success	4
141	layer of the organization	needs	to accomplish	1
142	project	is not	isolated organism	4
143	It	requires	feedback internally as well as from customers and suppliers	1
144	No less important	is	sharing of data, information and knowledge	1
145	others	looking	to protect their turf	1
146	tools and expertise	exist	within an enterprise	1
147	managers and others	glean	best practices firsthand	1
148	well-designed portal or knowledge management system	will slice	though the inefficiency	3
149	Reality: The best way to help a project back on course	is	at the root of the delay	4
150	Reality: The best way to help a project back on course	is	to determine	4
151	It	throw	more thought at a problem than more hands	1
152	we	evolving	to ensure that we are meeting the needs and expectations of our customers	1
153	Project management	has enabled	keeping projects on schedule and budget	5
154	Project management	has enabled	organization's ongoing transformation	5
155	Samsung	continue	to be a key driver of our business success	1
156	Samsung	looks	to project management	2
157	processes	are	to best practices based on your unique circumstances and industry competitors	1
158	you	ensure	company	1
159	ability to accurately measure your processes and aptitude for continuous improvement	will drive	By looking at your overall effectiveness	1
160	ability to accurately measure your processes and aptitude for continuous improvement	will drive	toward better results	1
161	much like the larger business world, the competitive landscape for IT services	requires	continuous improvement	1
162	IT	project	coordinator for Pinellas County, Fla.	1
163	it	did not perform	to expectations	1
164	county's IT organization	was	intensely aware that if it didn't perform to expectations, its duties could be outsourced	1
165	Outsourcing and small in-house IT organizations	were beginning	to appear within county agencies	1
166	This erosion of confidence and shrinking workload	had	to be addressed aggressively	1
167	early 2004	using	PMI's Organizational Project Management Maturity Model	5
168	IT organization	began	working toward improvement in early 2004	1
169	group	sought	to strengthen the link between strategy and execution	1
170	Continuous improvement	would be	just something desired	1
171	It	became	individual and organizational responsibility	1
172	you	strengthen	link between strategy and execution	1
173	utilization of OPM3	will bring	about organizational change	1
174	Buy-in and support from top management	is	extremely important	3
175	Pinellas County's IT organization	has achieved	five benefits: 1	1
176	Work	is	more predictable 2	1
177	Schedules	are	followed more closely 3	1
178	Issues	are addressed	more proactively 4	1
179	Project management processes	are	more consistent 5	5
180	Customers	have	greater confidence in delivery	1
181	Other assessments	followed	beginning with the pr oject management office and a subset of the IT department and management team	3
182	assessment	included	broad-based IT and customer participation, including management and executives	3
183	general process for assessments	followed	OPM3 guidelines	1
184	Planned improvements during the various iterations	included	standards, planning issues and measurements, among others	1
185	PMI's Organizational Project Management Maturity Model	guides	company through continuous, repeatable improvement at the enterprise level	6
186	OPM3	creates	framework for companies to align strategy with projects	1
187	organizations	embark	upon improvement	1
188	organizations	identify	path for	1
189	Assessment tools	explore	to help	1
190	Assessment tools	explore	company's current state of maturity * Improvement assistance	1
191	model	provides	* Knowledge about organizational project management, maturity and what constitutes	5
192	organizations	can achieve	even greater progress	1
193	PMI's OPM3® ProductSuite	offers	certifications, tools and services that expand the capabilities of OPM3	1
194	review of best practices	was	conducted-those	1
195	review with the director and selected members of the management team	verified	areas of improvement to address first	3
196	Selecting the attainable most necessary improvement areas for our stage of maturity	demonstrate	knowledge of the process, the success and effective utilization of the model, and the development of specific plans for improvement and implementation	1
197	Selecting the attainable most necessary improvement areas for our stage of maturity	was	necessary	1
198	improvements	required	other very necessary changes	1
199	enterprise or organization	will be guided	by its level of maturity, most glaring needs, business pressures, improvements	1
200	questions in the assessment	can be	intimidating and confusing to those who are not relatively familiar with A Guide to the Project Management Body of Knowledge	5
201	really worth consideration	followed	by some good old-fashioned hand-holding, even during the answering of questions	1
202	pre-assessment education	is	really worth consideration	1
203	Other assistance like cue cards of helpful hints	would be	beneficial	1
204	Preparation of the initial assessment	was	knowledge-acquisition effort for my immediate superior and myself	1
205	Included	was	familiarity with OPM3, its content, concepts, purposes and operation	1
206	results	were reviewed	as separate assessments for comparison purposes, including graphs for the OPM3 continuum, the project and program portfolio score	5
207	Letraset International	saved	900,000	1
208	next time	mulling	benefits of enterprise project management, consider this	5
209	he	mulling	benefits of enterprise project management, consider this	5
210	you	mulling	benefits of enterprise project management, consider this	5
211	company	reap	rewards despite a unionized workforce	1
212	company	was	able	1
213	company	was	culture highly resistant to change	1
214	project	took	to implement efficiencies in business operations, such as off-shoring and outsourcing-a success by any measure	5
215	project	took	only six months for study, and nine	4
216	project	would have been	considerably less successful without the leadership influence of an executive sponsor	5
217	member of Letraset's executive board of the graphics division	appointed	to be project manager	4
218	member of Letraset's executive board of the graphics division	appointed	brightest person in the company"	1
219	member of Letraset's executive board of the graphics division	set up	20-person team	1
220	him	convey	his commitment and enthusiasm to the team	1
221	him	defend	project to his executive board peers	4
222	Dr. Cooke-Davies	had	secret weapon: a "personal passion" that enabled	1
223	Dr. Cooke-Davies, now executive chairman of Human Systems International	see	that the project meets the organization's goals and complies with its policies	5
224	executive team	tasked	with responsibility for projects on behalf of the organization, whose primary job is governance	1
225	Dr. Cooke-Davies, now executive chairman of Human Systems International	defines	role as "a member of the executive team	1
226	concept of the executive sponsor	has been	around longer than the title	1
227	Executive sponsors	are	responsible for internal efforts-restructuring the company, developing an innovative product or constructing a new capital asset-rather than an external job for a client	1
228	She	makes	distinction between external and internal projects	1
229	responsibilities and qualities	contribute	to success	1
230	Authority	investigate	issues that arise during the project	4
231	Authority	resolve	issues that arise during the project	4
232	Responsibility	manage	all project risks	4
233	time (personal and organizational) and budget	are	available to the project team	5
234	they	include	Accountability for delivering both project and post-project benefits to the owner * Regular reporting of tangible evidence of progress and the post-project benefits to a higher authority * Assurance	4
235	Successful executive sponsors	engage	in regular dialogue with project team members and stakeholders	5
236	Successful executive sponsors	be	willing and able	1
237	Successful executive sponsors	connected	throughout the organization	1
238	they	have	stake in delivery	1
239	They	go	management by report	2
240	they	should benefit	significantly from the value the project will provide	4
241	sponsors	hand over	sponsorship to someone else or even kill the project, if necessary	4
242	sponsors	must be	willing	1
243	they	are	Jeff Hiatt, president and CEO of Prosci, Loveland, Colo.	1
244	His assertion	is based	on Prosci's four studies of 950 change initiatives in 59 countries	1
245	It	show up	at a kickoff meeting	1
246	It	is	no coincidence that sponsors also are called champions	1
247	project	is	necessary	4
248	They	must explain	repeatedly and clearly to employees	1
249	sponsors	can help	ensure support and quick decisions	1
250	sponsors	can help	By building a coalition of peers and managers while participating in the project	4
251	executive sponsor	does not fit	expectations	1
252	executive sponsor	fail	as an effective leader of change	1
253	top business executives	prefer	to delegate their sponsorship responsibilities or move on to other business priorities too soon	2
254	executive sponsors	guarantee	value, both at the project level and throughout the enterprise	4
255	company's executive team	is comprised	of functional leaders	1
256	area	has	projects and visions that align with the firm's strategic plans	1
257	executive sponsor	presents	rationale for resource allocation	1
258	Teams	may fight	over scarce resources, so	1
259	sponsor's duties	start	with making the business case to the other executive team members	1
260	rationale	should provide	project justification in terms of return on investment as well as company policy and Paul C. Dinsmore, PMP	4
261	project	was	rail line to link the world's largest iron ore mine in Carajás, Brazil, to the port city of São Luís, Brazil	5
262	political issues	were impeding	progress	1
263	existing project manager	was having	conflicts with the owner	4
264	new technically proficient project manager-who	needed	improvement on his people skills	4
265	Mr. Dinsmore	encouraged	to spend 50 percent of his time over the following two months visiting with staff, chatting, building relationships and looking for snags in the project	5
266	Mr. Dinsmore	encouraged	new manager	1
267	engineering firm's workers	ballooned	from 80 to 440	1
268	new project manager	changed	his behavior, but also found opportunities to extend the firm's contract	4
269	project	is	important	4
270	scarce resources	should be devoted	to it	1
271	executive sponsor	is	critical link between senior executives and project staff	4
272	Sponsors	have	to get out of their offices to underscore their commitment	1
273	project	will provide	benefits	4
274	Employees	want	to hear an executive from the upper reaches of the company say	1
275	project	advances	company's goals and vision	4
276	Assuming other executives	support	project	4
277	Selling the business case to peers at the executive level	is not	end of the sponsor's role	1
278	sponsor	has	money-for the life of the project	4
279	sponsor	has	ensure that other executive team members provide necessary resources-people, time	1
280	sponsor	has	to track the project progress	4
281	project manager and the team	can not champion	project without the executive sponsor's continued and visible support	9
282	Employees	acquire	sense of urgency about the project's importance	4
283	Employees	must understand	risk of not succeeding with the project	5
284	Sponsors	should not interfere	with the team's work unless it's necessary	1
285	Everyone	needs	to be clear on the project's value	4
286	Everyone	informed	of progress	1
287	effective sponsor	displays	enthusiasm and belief in the project	4
288	sponsor	can not assume	trickle-down" effect	1
289	scope	is	unclear	1
290	he	sponsored	for Petrobras, the Rio de Janeiro-based oil giant	1
291	Cesar Palagi	took	preventive measures for a megaproject	1
292	he and the executive team	initiated	US$2 billion oil field development projects in Campos Basis, offshore Brazil	1
293	he and the executive team	looked	at the company's strategic plan	1
294	proposed alternative designs	weighing	economics and risks	1
295	He	worked	closely with his team members	1
296	process	was	clearly scoped with specific targets in writing	1
297	tight schedules for multiple sites	posed	potential problems	1
298	Mr. Palagi	invited	to devise recovery plans	1
299	Mr. Palagi	invited	fail	1
300	Mr. Palagi	invited	major suppliers of long-lead items to biannual meetings	1
301	Petrobras and the suppliers	agreed	on actions, milestones and dates	1
302	it	was	clear to top-level executives at the suppliers	1
303	Everything	was summarized	in a one-page document	1
304	This process	used	today for offshore oil projects	1
305	This process	was	highly successful	1
306	Projects	do not exist	in a vacuum, however	1
307	business case	justifies	launching an effort	1
308	team	will reach	goal	1
309	business environment	is	constantly changing-markets fluctuate, technology evolves and the world adapts	1
310	end-result	will deliver	strategic benefits	1
311	executive sponsor	must be	superlative strategist who monitors project scope to ensure	5
312	vested interests	fluctuate	prompting the sponsor to review the project's goals, strategy and scope with the project manager	5
313	he	undertook	role of sponsor	1
314	computerizing project	providing	logistical support to Letraset's worldwide operations that was already underway	4
315	first time	inherited	computerizing project	4
316	Dr. Cooke-Davies	inherited	computerizing project	4
317	no one	owned	project	4
318	employees	saw	it as an IT problem-not as a way to improve efficiency and save money	1
319	Dr. Cooke-Davies	refashioned	business case	1
320	Dr. Cooke-Davies	conveyed	need for the changes in the project	4
321	Dr. Cooke-Davies	would have stopped	project	4
322	employees	tend	to isolate IT from the larger business	1
323	Executive sponsors	must make	executive peers	1
324	project team	understand	value of the project to the entire company, its goals and vision for the future	9
325	Executive sponsors	are	responsible for ensuring strategic alignment	1
326	any new project	means	change	4
327	project	will result	in a lasting improvement across the enterprise	4
328	employees	need	assurance from the top down	1
329	No one	likes	change	1
330	People	need	to know that if they don't embrace that idea, "the company will find others who will	1
331	employee resistance to change	is	more passionate	1
332	changes	is not	option and failure to do so	1
333	it	support	project initiative by indicating that embracing the changes is not an option and failure to do so may result in reassignment or termination	4
334	it	may become	necessary for project sponsors	4
335	persistent resistance from mid-level or even senior people	creates	idea that it's OK to opt out	1
336	He	says	executive sponsor who tolerates	1
337	consequences of not moving ahead	are	real and severe	1
338	emotional" leadership at all levels of an organization-motivation and support-is necessary for the project	ensure	consequent benefits	4
339	Dr. Cooke-Davies	stresses	that the "emotional" leadership at all levels of an organization-motivation and support-is necessary for the project to succeed	1
340	sponsors	have	manage relationships	1
341	sponsors	have	examine their own attitudes and values	1
342	sponsors	have	to focus on the task	1
343	This leadership	occurs	at three levels	1
344	They	have	to convey a passionate belief in the project	4
345	us	complete	projects on time	1
346	us	reduce	risk	1
347	project managers	undergo	rigorous training regime	4
348	Training and certification	has helped	to be agile and adept at managing change	1
349	Training and certification	has helped	project managers	4
350	We	want	thinking in a common way about proj	1
351	people to people	be speaking	common language	1
352	We	want	management	2
353	We	get	people	1
354	it	will help	benefit the bottom line	1
355	it	will help	to execute the organization's strategic projects more effectively	1
356	Executives	should know	that the PMBOK® Guide exists and should understand	1
357	she	is torn	on whether it is something executives should crack open for a read themselves	1
358	executive	finding	summary of the PMBOK® Guide to know what is in there and why	1
359	value in a project manager	breaking down	PMBOK® Guide to them in general terms or the executive	5
360	executive	have	project management background	5
361	executive	would want	to read it	1
362	executive	involved	with executing projects	1
363	Mr. Phillips	has	somewhat different take	1
364	managers	do not adopt	good project management strategy	5
365	managers	buy	into a good project management strategy	5
366	project managers throughout the company	be going	in different directions	4
367	he	agrees	that executives should read the document	1
368	Mr. van Ruler	suggests	that future editions might benefit from the addition of an executive summary that details "what's in it" for executives	1
369	PMBOK® Guide	does not provide	insight toward its benefits in business jargon	1
370	PMBOK® Guide	is	rather process-oriented	1
371	dry read," so executives	should not try	to digest the entire global standard	1
372	Mr. Phillips	concurs	that the PMBOK® Guide is on the technical side and thus	1
373	executives-at least for those executives	invested	in the planning and implementation of major projects	1
374	excellent job of laying a groundwork for project management to which any organization can adapt, and skimming the global standard	could be	good idea for executives-at least for those executives	5
375	Mr. Joiner	has	lesson plan for you	1
376	He	recommends	reading the first chapter of the PMBOK® Guide in its entirety, then skimming over the next three chapters	1
377	he	says	provide an excellent context for project management	5
378	Mr. Baccarini	provides	recommending that executives read the first three chapters	1
379	Mr. Baccarini	provides	similar take	1
380	Key executives	should take	to examine the global standard	1
381	Key executives	should take	hour and a half	1
382	it	is	so critical to the bottom line	1
383	it	fits	into the enterprise	1
384	Reading that first chapter and skimming the remainder of those first hundred pages	can give	good flavor	1
385	more projects	are completed	as planned today than 10 years ago	1
386	discipline	improved	over recent years	1
387	We	call	it "the ability to handle complexity	1
388	F ew	would argue	with the belief that the construction industry has been using project management for centuries	5
389	it	was formed	more than 50 years ago	1
390	success	is	business success	1
391	competitors	drives	business	1
392	enterprise resource	planning	systems	1
393	sales developer manager Antonio Martinez	embraced	Upon joining JetAccess Internet System Solutions, a developer and distributor of enterprise resource	1
394	sales developer manager Antonio Martinez	embraced	consulting and project management as an essential activity	5
395	coordination and communication within all different departments of the enterprise	are	key for successful implementation of ERPs	1
396	operations	creating	safety stock of final products	1
397	you	run	to allow the smooth transition into the new system	1
398	you	run	in parallel the implementation and the normal business operations	1
399	you	work	on the implementation without shutting down the business process, which means	1
400	JetAccess	has seen	firsthand the importance of embracing a project management philosophy	5
401	tools	track	all the little details	1
402	tools	discover	all the little details	1
403	issues	detect	in advance	1
404	issues	are	almost impossible	1
405	tools	are	important	1
406	company	has been	able to avoid mismatched delivery dates and deliverables, an overload of people, cash overflow crunches and missing activities	1
407	us	analyze	critical paths	1
408	us	manage	unavoidable business changes	1
409	benefits	translate	directly into customer loyalty	1
410	appropriate tools	give	us competitive advantages and business growth	1
411	project management	is	part of a working culture	5
412	I	n	providing software development, testing and maintenance services worldwide	1
413	RCG IT Information Technology	needs	robust project management to survive	5
414	us	differentiate	services from the competition	1
415	We	proceeded	to get Capability Maturity Model	1
416	Capability Maturity Model Integration	level	5 in 2003	1
417	CMM	is	great platform to integrate embracing project management	5
418	entire staff	begin	to speak the same technical language	1
419	RCG IT	has seen	Since embracing project management	5
420	RCG IT	begin	Since embracing project management	5
421	you	have	repeatable processes and rigorous project management	5
422	Embracing project manage-which	is	only possible	4
423	We	focused	on delivery	1
424	Software production	is	more art than science	1
425	outer layer	followed	by project management, quality control and the software development	5
426	onion-where quality assurance	is	outer layer	1
427	Dashboards	let	RCG focus process as the core	1
428	Mr. McGonegal	explains	that as a result, RCG IT approaches the whole software production process	1
429	Software development	is	chaotic process-project management	3
430	Mr. McGonegal	sees	company's achievement of advanced maturity as the glue that allows the company to combine metrics with process improvement	1
431	success	generates	more business	1
432	more business	requires	growth and growth dilutes the company knowledge base	1
433	Good project management	breeds	success	5
434	training and orientation	are	to quickly absorb new staff rather than diminish our collective ability	1
435	linking project management to executive dashboards	is	one crucial way to appeal to executives	5
436	we	use	to objectively determine the health, or lack thereof, of our projects	1
437	all summary reporting	is done	via a dashboard	1
438	it	assigns	color-red, yellow or green-to a project's health	4
439	it	makes	to focus attention on the projects that need it	1
440	us	preserve	leadership in the automotive industry	1
441	we	direct	efforts to educating our people to undertake successful projects that will allow	1
442	Project management	provides	basis to construct efficient projects, optimizing the use of human and financial resources	5
443	country's limited forms of power generation	highlight	need to explore another energy resource	1
444	country's limited forms of power generation	have led	to significant shortages	1
445	Meridian Energy Ltd.	began	construction on Te Apiti wind farm in Manawatu, New Zealand	1
446	Apiti	was	completed five days early and within its NZ$200 million budget	1
447	topography and geology of the site	were	key considerations	1
448	things	have	direct impact on the cost and hence commercial viability of the site	1
449	Manawatu Gorge in Manawatu, New Zealand	was selected	as the location for the wind farm	1
450	Extensive monitoring of the wind in Manawatu	showed	that the winds through the gorge are some of the best-quality wind resource in the world for wind generation of electricity	1
451	procurement	risk	reviews, roles, responsibilities and reporting requirements	1
452	senior management	reviewed	plan that outlined	3
453	senior management	updated	plan that outlined	3
454	Daily on-site meetings and weekly senior management meetings with all the vendors	were held	to keep the project on schedule and prevent any problems that might arise	7
455	early stage and confidence	generated	within all contractors to meet the requirements of the project in a professional manner	4
456	issues	being resolved	at an early stage and confidence	1
457	Clear communication and regular meetings	resulted	in issues	1
458	Community and stakeholder consultation	was	one of Meridian Energy's important best practices	1
459	regular meetings	were held	with community leaders	1
460	community liaison position	was created	to keep public interest and support up	1
461	Te Apiti	went	from consent to completion in just over a year	1
462	He	tie	last piece of reinforcing steel in the last foundation base when it was completed	1
463	He	visited	project on many occasions with government and industry representatives	4
464	Weather	turned out	to be one of the project's major challenges	4
465	50-year-record storm	followed	by a 100-year-record storm 10 days later	1
466	it	peaked	resulting in flooding and a civil emergency, and the loss of 37 percent of possible construction days	1
467	Manawatu area	experienced	double the normal rainfall	1
468	Meridian	make up	time by re-sequencing work	1
469	Meridian	was	able	1
470	all contractors and staff	were required	to assist with flood recovery and meet project targets	4
471	processes	were made	more efficient	1
472	time	pour	concrete for each of the turbine foundations	1
473	time	was reduced	from seven hours to 4.5 hours	1
474	farm	has achieved	capacity factor of 45 to 50 percent, compared to a world average of 25 percent	1
475	45,000 average households-without	giving off	harmful greenhouse emissions	1
476	it	will be	capable of producing 90 total megawatts of energy-enough for 45,000 average households-without	1
477	New Zealanders	have expressed	strong preference for wind generation	1
478	we	see	eventually contributing as much as 20 percent to 25 percent of total New Zealand electricity production	1
479	we	see	wind	1
480	We	looking	at projects much larger than Te Apiti in other locations around New Zealand	1
481	we	make	money	1
482	it	is	primary client interface	1
483	80 percent of our business	is	repeat business	1
484	we	manage	projects, the better company we have	1
485	we	did not have	emphasis on project management	5
486	I	'm	certain that if we didn't have an emphasis on project management, we'd be out of business in a couple of years	1
487	ORGANIZATIONS FACE THE CHALLENGES of missed deadlines, failed deliverables, overrun budgets and project plans	derailed	by constant changes in goals and process	5
488	Proven tools and processes	exist	to overcome these seemingly impossible challenges	1
489	Project management concepts and strategies	have helped	thousands of companies and government agencies across all sectors-from industry goliaths in the Fortune Global 500 to entrepreneurial start ups-improve their abilities to execute projects and improve the bottom line	6
490	practice of project management	deliver	executing an organizational strategy	5
491	practice of project management	cuts	to deliver a new, mission-critical product or service successfully while tactically	5
492	practice of project management	cuts	through the standard organizational functional boundaries	5
493	project management consultant	based	in Belgrade, Yugoslavia, and president of the PMI Yugoslavian Chapter	5
494	PMP	based	in Belgrade, Yugoslavia, and president of the PMI Yugoslavian Chapter	1
495	project management	align	to create new values	5
496	project management	offers	to align	5
497	project management	offers	integrate all company assets-including people, knowledge, technology, processes and management systems-in a successful way	8
498	project management	offers	effective steps	5
499	project management	is	widely accepted as the best approach for bringing a degree of certainty in a modern, fast-paced business environment	6
500	THERE'S NO SINGLE ANSWER TO THIS QUESTION-the one certainty	is	that culture change is a necessity	1

1

it

happen

at your company

1

2

ment

is

worth or know someone else who needs more " appreciate and understand-an outline of the project management process, Unless an organization your role in making

5

3

you

need

to advance in the eyes of your deliver predictable customers, shareholders and employees

1

4

This guide

helps

to give

1

5

project management

can convert

business strategy into business results

6

results

are beginning

to understand

1

7

to reassess your strategic decision-making

could be

biggest sin of your business career

1

8

you

perform

enterprise maintenance

1

9

executive sponsors

can mean

difference between profit and loss

1

10

PMBOK® Guide

is

mouthful

1

11

Guide to the Project Management Body of Knowledge

is

mouthful

5

12

this project management resource

holds

key to enterprise success

5

13

Jeffrey Bouley

looking

for proof that project management contributes to enterprise success

5

14

Peter Fretty

faced

with electricity shortages

1

15

New Zealand

turns

to mother nature for help

1

16

project management

can change

bottom line

5

17

answers

will fuel

entrée into the business stratosphere

1

18

project management

can sound

like double speak

5

19

executives

improve

enterprise success

1

20

executives

can control

costs

1

21

Belgium / Tel: +32-2-743 15 73

must be made

in writing to the publisher

1

22

No part of the PMI Executive Guide to Project Management

may be reproduced

transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without written permission

6

23

delivering projects on time and on budget

is

crucial to any successful business

1

24

project management

made

way onto the radar screen of senior executives

5

25

CIOs

were asked

to name their number one challenge in 2006

1

26

answer

was

project management

5

27

Even the best ideas

are

just words on paper without well-constructed and well-managed plans

1

28

projects

encompass

enterprise-wide, million-dollar projects that cut across global and virtual teams

1

29

projects

have grown

in complexity and now

1

30

It

is

no-brainer for senior management to jump on the project management bandwagon

5

31

project management

accomplish

strategies

5

32

project management

is

low-risk means to an end

5

33

project management

is

proven way

5

34

principles, techniques and practices

applied

to a range of activities to meet the requirements of a specific effort

1

35

project management

is

set of principles, techniques and practices

5

36

Projects

have

clear beginning and end

1

37

business

may produce

allowing you to leverage past hard-won lessons

1

38

business

may produce

similar deliverables

1

39

effort

is

unique, with its own leadership challenges

1

40

Project management

is not

business world's flavor of the month

6

41

you

see

work of project managers

4

42

project management

was not recognized

formally until the last 40 years

5

43

bottom line

is

that project management is about converting business strategy into business results

6

44

It

can streamline

company

1

45

It

provides

standardized process that can offer repeatable results

1

46

employees

became

accidental project managers because of their positions and responsibilities

4

47

increasing number of workers

receiving

specific education and training

1

48

increasing number of workers

are seeking out

project management positions

5

49

knowledge and skills

needed

to get the job done right

1

50

someone

trained

in accounting

1

51

you

want

someone who is not trained formally in project management to handle your strategic initiatives

5

52

Project managers in the past

have been described

as the ones who organize, plan and monitor a project

9

53

today's project managers

are leading

global and virtual teams

4

54

today's project managers

need

larger set of skills

4

55

today's project managers

have

larger responsibilities

4

56

project managers

have

formal leadership training

5

57

that knowledge

raised

expectations that their knowledge, techniques and skills will be taken seriously

1

58

that knowledge

comes

expectations that their knowledge, techniques and skills will be taken seriously

1

59

Project managers

need

to become mini-CEOs these days

4

60

Project managers

need

become

4

61

president of The Marengo Group LLC

specializing

in project management office startups

5

62

project management consulting firm specializing in project management office startups, and author of Napoleon on Project Management: Timeless Lessons in Planning, Execution, and Leadership

specializing

in project management office startups

10

63

project managers

need

assist with the business case development

5

64

project managers

need

speak the language of business

5

65

project managers

need

understand the business implications of their projects

5

66

project managers

need

to be savvy with stakeholder management

7

67

Today's complicated, expensive projects

are

no longer stand-alone efforts

1

68

they

affect

entire organization and its stakeholders

1

69

Projects

need

to be aligned with corporate goals

1

70

benefits the organization

envisioned

at the beginning

1

71

it

delivers

benefits the organization

1

72

stakeholders

are pleased

with the outcome

1

73

project

is

truly successful

4

74

CEOs

come

to understand the benefits of efficient project management

5

75

This larger-picture view

has become

increasingly important

1

76

project management

is being discussed

in the executive suite and the boardroom

5

77

success

is

due to heroes

1

78

results

are

less repeatable

1

79

company

is

relationship with its customers

1

80

temporary endeavor

undertaken

to create a unique product, service or result

1

81

related projects

managed

in a coordinated way

1

82

Programs

include

element of ongoing work

1

83

use of portfolio management

processes

to select

3

84

use of portfolio management

processes

support project or program investments

7

85

Certified Associate in Project Management

do not plan

on making it their career

5

86

Certified Associate in Project Management

is designed

for project team members and entry-level project managers, qualified undergraduate and graduate students who have an understanding of project management

10

87

credential

means

that an employee has 1,500 hours of work on a project team or 23 hours of formal project education

5

88

it

comes

to processes and terminology-there's less of a project management learning curve

5

89

CAPM

shows

that functional team members will all be on the same page

1

90

designation

tells

employers that a leader has demonstrated a solid foundation of project knowledge and adheres to a code of professional conduct

4

91

practitioner

has accumulated

directing specific tasks and 60 months of project management experience

5

92

having a staff of PMP holders

tells

customers that you're serious about achieving results

1

93

This list of expected questions

helps

minimize traditional distractions to get into the project details, to solve the project issues, or to do the project manager's job for them

4

94

project managers

looking

for from executives

4

95

They

be isolated

from other pressures

1

96

They

be held

accountable for the project's success or failure

4

97

They

expect

to be given clear objectives, the responsibility to implement a documented project plan, enough time to achieve their objectives

4

98

they

expect

executives

1

99

fundamental truth

is

that project success depends not only on the actions of the project manager, but also on the executive

5

100

with a focus on the vision and leadership aspects of it-which is an executive's bread and butter-it

is

more accessible

1

101

Project management

might seem

daunting for CEOs

5

102

Project management

is

that's really

5

103

Project management

should be called

people management

7

104

them

achieve

objectives

1

105

It

understanding

people

1

106

it

is

really all about leadership

1

107

we

must work

faster, better and cheaper with more people, different partners, across more cultures and time zones

1

108

only way to manage this complexity, deliver on time

remain

profitable

1

109

only way to manage this complexity, deliver on time

is

to employ a trusted management technique

3

110

They

simplified

process of tracking milestones, deliver- software can ables and an array of other factors, including regulatory requirements

1

111

Humans

combine

experience, knowledge and intuition

1

112

Humans

must make

business decisions that knowledge

1

113

replace skills

become

so reliant on technology that they lose sight of a basic issue

1

114

organizations

become

so reliant on technology that they lose sight of a basic issue

1

115

organization

standardize

business processes

1

116

potential gains

are

enor- management mous

2

117

Factor in dozens of offices or A single project

manufacturing

plants in far-flung locales

4

118

it

ensure

high level of consistency and framework will uniformity

1

119

it

deploy

tools and processes

1

120

ect

falls

behind schedule

1

121

multiple responsibilities and limited time

dedicate

to project implementations

4

122

plan

fall

behind schedule

1

123

scope of the project

will execution

phase

5

124

origins

date

back to the planning process

1

125

employees

assigned

to handle tasks in addition to their regular duties

1

126

problem

is exacerbated

by employees

1

127

They

wind up

overwhelmed and perform all their responsibilities less effectively

1

128

knowledge and tools

execute

project plan

5

129

It

understand

make sure that project managers and others have

4

130

It

needs

make sure that project managers and others have

4

131

sense or the organization

needs

to handle it in a completely different way

1

132

thorough upfront analysis and planning

will indicate

that a project doesn't make

4

133

strong project plan

will identify

problem spots

4

134

Risk management

is

one of the greatest benefits of a strong project management-centered culture

7

135

project management

is not

about throwing maximum resources at a problem and witnessing a transformation

5

136

Project management

is

like a pond

5

137

itself

falling

behind schedule

1

138

This problem

becomes

particularly severe

1

139

they

run

into resistance and legacy thinking

1

140

layer of the organization

accomplish

to achieve project success

4

141

layer of the organization

needs

to accomplish

1

142

project

is not

isolated organism

4

143

It

requires

feedback internally as well as from customers and suppliers

1

144

No less important

is

sharing of data, information and knowledge

1

145

others

looking

to protect their turf

1

146

tools and expertise

exist

within an enterprise

1

147

managers and others

glean

best practices firsthand

1

148

well-designed portal or knowledge management system

will slice

though the inefficiency

3

149

Reality: The best way to help a project back on course

is

at the root of the delay

4

150

Reality: The best way to help a project back on course

is

to determine

4

151

It

throw

more thought at a problem than more hands

1

152

we

evolving

to ensure that we are meeting the needs and expectations of our customers

1

153

Project management

has enabled

keeping projects on schedule and budget

5

154

Project management

has enabled

organization's ongoing transformation

5

155

Samsung

continue

to be a key driver of our business success

1

156

Samsung

looks

to project management

2

157

processes

are

to best practices based on your unique circumstances and industry competitors

1

158

you

ensure

company

1

159

ability to accurately measure your processes and aptitude for continuous improvement

will drive

By looking at your overall effectiveness

1

160

ability to accurately measure your processes and aptitude for continuous improvement

will drive

toward better results

1

161

much like the larger business world, the competitive landscape for IT services

requires

continuous improvement

1

162

IT

project

coordinator for Pinellas County, Fla.

1

163

it

did not perform

to expectations

1

164

county's IT organization

was

intensely aware that if it didn't perform to expectations, its duties could be outsourced

1

165

Outsourcing and small in-house IT organizations

were beginning

to appear within county agencies

1

166

This erosion of confidence and shrinking workload

had

to be addressed aggressively

1

167

early 2004

using

PMI's Organizational Project Management Maturity Model

5

168

IT organization

began

working toward improvement in early 2004

1

169

group

sought

to strengthen the link between strategy and execution

1

170

Continuous improvement

would be

just something desired

1

171

It

became

individual and organizational responsibility

1

172

you

strengthen

link between strategy and execution

1

173

utilization of OPM3

will bring

about organizational change

1

174

Buy-in and support from top management

is

extremely important

3

175

Pinellas County's IT organization

has achieved

five benefits: 1

1

176

Work

is

more predictable 2

1

177

Schedules

are

followed more closely 3

1

178

Issues

are addressed

more proactively 4

1

179

Project management processes

are

more consistent 5

5

180

Customers

have

greater confidence in delivery

1

181

Other assessments

followed

beginning with the pr oject management office and a subset of the IT department and management team

3

182

assessment

included

broad-based IT and customer participation, including management and executives

3

183

general process for assessments

followed

OPM3 guidelines

1

184

Planned improvements during the various iterations

included

standards, planning issues and measurements, among others

1

185

PMI's Organizational Project Management Maturity Model

guides

company through continuous, repeatable improvement at the enterprise level

6

186

OPM3

creates

framework for companies to align strategy with projects

1

187

organizations

embark

upon improvement

1

188

organizations

identify

path for

1

189

Assessment tools

explore

to help

1

190

Assessment tools

explore

company's current state of maturity * Improvement assistance

1

191

model

provides

* Knowledge about organizational project management, maturity and what constitutes

5

192

organizations

can achieve

even greater progress

1

193

PMI's OPM3® ProductSuite

offers

certifications, tools and services that expand the capabilities of OPM3

1

194

review of best practices

was

conducted-those

1

195

review with the director and selected members of the management team

verified

areas of improvement to address first

3

196

Selecting the attainable most necessary improvement areas for our stage of maturity

demonstrate

knowledge of the process, the success and effective utilization of the model, and the development of specific plans for improvement and implementation

1

197

Selecting the attainable most necessary improvement areas for our stage of maturity

was

necessary

1

198

improvements

required

other very necessary changes

1

199

enterprise or organization

will be guided

by its level of maturity, most glaring needs, business pressures, improvements

1

200

questions in the assessment

can be

intimidating and confusing to those who are not relatively familiar with A Guide to the Project Management Body of Knowledge

5

201

really worth consideration

followed

by some good old-fashioned hand-holding, even during the answering of questions

1

202

pre-assessment education

is

really worth consideration

1

203

Other assistance like cue cards of helpful hints

would be

beneficial

1

204

Preparation of the initial assessment

was

knowledge-acquisition effort for my immediate superior and myself

1

205

Included

was

familiarity with OPM3, its content, concepts, purposes and operation

1

206

results

were reviewed

as separate assessments for comparison purposes, including graphs for the OPM3 continuum, the project and program portfolio score

5

207

Letraset International

saved

900,000

1

208

next time

mulling

benefits of enterprise project management, consider this

5

209

he

mulling

benefits of enterprise project management, consider this

5

210

you

mulling

benefits of enterprise project management, consider this

5

211

company

reap

rewards despite a unionized workforce

1

212

company

was

able

1

213

company

was

culture highly resistant to change

1

214

project

took

to implement efficiencies in business operations, such as off-shoring and outsourcing-a success by any measure

5

215

project

took

only six months for study, and nine

4

216

project

would have been

considerably less successful without the leadership influence of an executive sponsor

5

217

member of Letraset's executive board of the graphics division

appointed

to be project manager

4

218

member of Letraset's executive board of the graphics division

appointed

brightest person in the company"

1

219

member of Letraset's executive board of the graphics division

set up

20-person team

1

220

him

convey

his commitment and enthusiasm to the team

1

221

him

defend

project to his executive board peers

4

222

Dr. Cooke-Davies

had

secret weapon: a "personal passion" that enabled

1

223

Dr. Cooke-Davies, now executive chairman of Human Systems International

see

that the project meets the organization's goals and complies with its policies

5

224

executive team

tasked

with responsibility for projects on behalf of the organization, whose primary job is governance

1

225

Dr. Cooke-Davies, now executive chairman of Human Systems International

defines

role as "a member of the executive team

1

226

concept of the executive sponsor

has been

around longer than the title

1

227

Executive sponsors

are

responsible for internal efforts-restructuring the company, developing an innovative product or constructing a new capital asset-rather than an external job for a client

1

228

She

makes

distinction between external and internal projects

1

229

responsibilities and qualities

contribute

to success

1

230

Authority

investigate

issues that arise during the project

4

231

Authority

resolve

issues that arise during the project

4

232

Responsibility

manage

all project risks

4

233

time (personal and organizational) and budget

are

available to the project team

5

234

they

include

Accountability for delivering both project and post-project benefits to the owner * Regular reporting of tangible evidence of progress and the post-project benefits to a higher authority * Assurance

4

235

Successful executive sponsors

engage

in regular dialogue with project team members and stakeholders

5

236

Successful executive sponsors

be

willing and able

1

237

Successful executive sponsors

connected

throughout the organization

1

238

they

have

stake in delivery

1

239

They

go

management by report

2

240

they

should benefit

significantly from the value the project will provide

4

241

sponsors

hand over

sponsorship to someone else or even kill the project, if necessary

4

242

sponsors

must be

willing

1

243

they

are

Jeff Hiatt, president and CEO of Prosci, Loveland, Colo.

1

244

His assertion

is based

on Prosci's four studies of 950 change initiatives in 59 countries

1

245

It

show up

at a kickoff meeting

1

246

It

is

no coincidence that sponsors also are called champions

1

247

project

is

necessary

4

248

They

must explain

repeatedly and clearly to employees

1

249

sponsors

can help

ensure support and quick decisions

1

250

sponsors

can help

By building a coalition of peers and managers while participating in the project

4

251

executive sponsor

does not fit

expectations

1

252

executive sponsor

fail

as an effective leader of change

1

253

top business executives

prefer

to delegate their sponsorship responsibilities or move on to other business priorities too soon

2

254

executive sponsors

guarantee

value, both at the project level and throughout the enterprise

4

255

company's executive team

is comprised

of functional leaders

1

256

area

has

projects and visions that align with the firm's strategic plans

1

257

executive sponsor

presents

rationale for resource allocation

1

258

Teams

may fight

over scarce resources, so

1

259

sponsor's duties

start

with making the business case to the other executive team members

1

260

rationale

should provide

project justification in terms of return on investment as well as company policy and Paul C. Dinsmore, PMP

4

261

project

was

rail line to link the world's largest iron ore mine in Carajás, Brazil, to the port city of São Luís, Brazil

5

262

political issues

were impeding

progress

1

263

existing project manager

was having

conflicts with the owner

4

264

new technically proficient project manager-who

needed

improvement on his people skills

4

265

Mr. Dinsmore

encouraged

to spend 50 percent of his time over the following two months visiting with staff, chatting, building relationships and looking for snags in the project

5

266

Mr. Dinsmore

encouraged

new manager

1

267

engineering firm's workers

ballooned

from 80 to 440

1

268

new project manager

changed

his behavior, but also found opportunities to extend the firm's contract

4

269

project

is

important

4

270

scarce resources

should be devoted

to it

1

271

executive sponsor

is

critical link between senior executives and project staff

4

272

sponsors

have

manage relationships

1

341

sponsors

have

examine their own attitudes and values

1

342

sponsors

have

to focus on the task

1

343

This leadership

occurs

at three levels

1

344

They

have

to convey a passionate belief in the project

4

345

us

complete

projects on time

1

346

us

reduce

risk

1

347

project managers

undergo

rigorous training regime

4

348

Training and certification

has helped

to be agile and adept at managing change

1

349

Training and certification

has helped

project managers

4

350

We

want

thinking in a common way about proj

1

351

people to people

be speaking

common language

1

352

We

want

management

2

353

We

get

people

1

354

it

will help

benefit the bottom line

1

355

it

will help

to execute the organization's strategic projects more effectively

1

356

Executives

should know

that the PMBOK® Guide exists and should understand

1

357

she

is torn

on whether it is something executives should crack open for a read themselves

1

358

executive

finding

summary of the PMBOK® Guide to know what is in there and why

1

359

value in a project manager

breaking down

PMBOK® Guide to them in general terms or the executive

5

360

executive

have

project management background

5

361

executive

would want

to read it

1

362

executive

involved

with executing projects

1

363

Mr. Phillips

has

somewhat different take

1

364

managers

do not adopt

good project management strategy

5

365

managers

buy

into a good project management strategy

5

366

project managers throughout the company

be going

in different directions

4

367

he

agrees

that executives should read the document

1

368

Mr. van Ruler

suggests

that future editions might benefit from the addition of an executive summary that details "what's in it" for executives

1

369

PMBOK® Guide

does not provide

insight toward its benefits in business jargon

1

370

PMBOK® Guide

is

rather process-oriented

1

371

dry read," so executives

should not try

to digest the entire global standard

1

372

Mr. Phillips

concurs

that the PMBOK® Guide is on the technical side and thus

1

373

executives-at least for those executives

invested

in the planning and implementation of major projects

1

374

excellent job of laying a groundwork for project management to which any organization can adapt, and skimming the global standard

could be

good idea for executives-at least for those executives

5

375

Mr. Joiner

has

lesson plan for you

1

376

He

recommends

reading the first chapter of the PMBOK® Guide in its entirety, then skimming over the next three chapters

1

377

he

says

provide an excellent context for project management

5

378

Mr. Baccarini

provides

recommending that executives read the first three chapters

1

379

Mr. Baccarini

provides

similar take

1

380

Key executives

should take

to examine the global standard

1

381

Key executives

should take

hour and a half

1

382

it

is

so critical to the bottom line

1

383

it

fits

into the enterprise

1

384

Reading that first chapter and skimming the remainder of those first hundred pages

can give

good flavor

1

385

more projects

are completed

as planned today than 10 years ago

1

386

discipline

improved

over recent years

1

387

We

call

it "the ability to handle complexity

1

388

F ew

would argue

with the belief that the construction industry has been using project management for centuries

5

389

it

was formed

more than 50 years ago

1

390

success

is

business success

1

391

competitors

drives

business

1

392

enterprise resource

planning

systems

1

393

sales developer manager Antonio Martinez

embraced

Upon joining JetAccess Internet System Solutions, a developer and distributor of enterprise resource

1

394

sales developer manager Antonio Martinez

embraced

consulting and project management as an essential activity

5

395

coordination and communication within all different departments of the enterprise

are

key for successful implementation of ERPs

1

396

operations

creating

safety stock of final products

1

397

you

run

to allow the smooth transition into the new system

1

398

you

run

in parallel the implementation and the normal business operations

1

399

you

work

on the implementation without shutting down the business process, which means

1

400

JetAccess

has seen

firsthand the importance of embracing a project management philosophy

5

401

tools

track

all the little details

1

402

tools

discover

all the little details

1

403

issues

detect

in advance

1

404

issues

are

almost impossible

1

405

tools

are

important

1

406

company

has been

able to avoid mismatched delivery dates and deliverables, an overload of people, cash overflow crunches and missing activities

1

407

us

analyze

critical paths

1

408

us

manage

unavoidable business changes

1

409

benefits

translate

directly into customer loyalty

1

410

appropriate tools

give

us competitive advantages and business growth

1

411

project management

is

part of a working culture

5

412

I

n

providing software development, testing and maintenance services worldwide

1

413

RCG IT Information Technology

needs

robust project management to survive

5

414

us

differentiate

services from the competition

1

415

We

proceeded

to get Capability Maturity Model

1

416

Capability Maturity Model Integration

level

5 in 2003

1

417

CMM

is

great platform to integrate embracing project management

5

418

entire staff

begin

to speak the same technical language

1

419

RCG IT

has seen

Since embracing project management

5

420

RCG IT

begin

Since embracing project management

5

421

you

have

repeatable processes and rigorous project management

5

422

Embracing project manage-which

is

only possible

4

423

We

focused

on delivery

1

424

Software production

is

more art than science

1

425

outer layer

followed

by project management, quality control and the software development

5

426

onion-where quality assurance

is

outer layer

1

427

Dashboards

let

RCG focus process as the core

1

428

Mr. McGonegal

explains

that as a result, RCG IT approaches the whole software production process

1

429

Software development

is

chaotic process-project management

3

430

Mr. McGonegal

sees

company's achievement of advanced maturity as the glue that allows the company to combine metrics with process improvement

1

431

success

generates

more business

1

432

more business

requires

growth and growth dilutes the company knowledge base

1

433

Good project management

breeds

success

5

434

training and orientation

are

to quickly absorb new staff rather than diminish our collective ability

1

435

linking project management to executive dashboards

is

one crucial way to appeal to executives

5

436

we

use

to objectively determine the health, or lack thereof, of our projects

1

437

all summary reporting

is done

via a dashboard

1

438

it

assigns

color-red, yellow or green-to a project's health

4

439

it

makes

to focus attention on the projects that need it

1

440

us

preserve

leadership in the automotive industry

1

441

we

direct

efforts to educating our people to undertake successful projects that will allow

1

442

Project management

provides

basis to construct efficient projects, optimizing the use of human and financial resources

5

443

country's limited forms of power generation

highlight

need to explore another energy resource

1

444

country's limited forms of power generation

have led

to significant shortages

1

445

Meridian Energy Ltd.

began

construction on Te Apiti wind farm in Manawatu, New Zealand

1

446

Apiti

was

completed five days early and within its NZ$200 million budget

1

447

topography and geology of the site

were

key considerations

1

448

things

have

direct impact on the cost and hence commercial viability of the site

1

449

Manawatu Gorge in Manawatu, New Zealand

was selected

as the location for the wind farm

1

450

Extensive monitoring of the wind in Manawatu

showed

that the winds through the gorge are some of the best-quality wind resource in the world for wind generation of electricity

1

451

procurement

risk

reviews, roles, responsibilities and reporting requirements

1

452

senior management

reviewed

plan that outlined

3

453

senior management

updated

plan that outlined

3

454

Daily on-site meetings and weekly senior management meetings with all the vendors

were held

to keep the project on schedule and prevent any problems that might arise

7

455

early stage and confidence

generated

within all contractors to meet the requirements of the project in a professional manner

4

456

issues

being resolved

at an early stage and confidence

1

457

Clear communication and regular meetings

resulted

in issues

1

458

Community and stakeholder consultation

was

one of Meridian Energy's important best practices

1

459

regular meetings

were held

with community leaders

1

460

community liaison position

was created

to keep public interest and support up

1

461

Te Apiti

went

from consent to completion in just over a year

1

462

He

tie

last piece of reinforcing steel in the last foundation base when it was completed

1

463

He

visited

project on many occasions with government and industry representatives

4

464

Weather

turned out

to be one of the project's major challenges

4

465

50-year-record storm

followed

by a 100-year-record storm 10 days later

1

466

it

peaked

resulting in flooding and a civil emergency, and the loss of 37 percent of possible construction days

1

467

Manawatu area

experienced

double the normal rainfall

1

468

Meridian

make up

time by re-sequencing work

1

469

Meridian

was

able

1

470

all contractors and staff

were required

to assist with flood recovery and meet project targets

4

471

processes

were made

more efficient

1

472

time

pour

concrete for each of the turbine foundations

1

473

time

was reduced

from seven hours to 4.5 hours

1

474

farm

has achieved

capacity factor of 45 to 50 percent, compared to a world average of 25 percent

1

475

45,000 average households-without

giving off

harmful greenhouse emissions

1

476

it

will be

capable of producing 90 total megawatts of energy-enough for 45,000 average households-without

1

477

New Zealanders

have expressed

strong preference for wind generation

1

478

we

see

eventually contributing as much as 20 percent to 25 percent of total New Zealand electricity production

1

479

we

see

wind

1

480

We

looking

at projects much larger than Te Apiti in other locations around New Zealand

1

481

we

make

money

1

482

it

is

primary client interface

1

483

80 percent of our business

is

repeat business

1

484

we

manage

projects, the better company we have

1

485

we

did not have

emphasis on project management

5

486

I

'm

certain that if we didn't have an emphasis on project management, we'd be out of business in a couple of years

1

487

ORGANIZATIONS FACE THE CHALLENGES of missed deadlines, failed deliverables, overrun budgets and project plans

derailed

by constant changes in goals and process

5

488

Proven tools and processes

exist

to overcome these seemingly impossible challenges

1

489

Project management concepts and strategies

have helped

thousands of companies and government agencies across all sectors-from industry goliaths in the Fortune Global 500 to entrepreneurial start ups-improve their abilities to execute projects and improve the bottom line

6

490

practice of project management

deliver

executing an organizational strategy

5

491

practice of project management

cuts

to deliver a new, mission-critical product or service successfully while tactically

5

492

practice of project management

cuts

through the standard organizational functional boundaries

5

493

project management consultant

based

in Belgrade, Yugoslavia, and president of the PMI Yugoslavian Chapter

5

494

PMP

based

in Belgrade, Yugoslavia, and president of the PMI Yugoslavian Chapter

1

495

project management

align

to create new values

5

496

project management

offers

to align

5

497

project management

offers

integrate all company assets-including people, knowledge, technology, processes and management systems-in a successful way

8

498

project management

offers

effective steps

5

499

project management

is

widely accepted as the best approach for bringing a degree of certainty in a modern, fast-paced business environment

6

500

THERE'S NO SINGLE ANSWER TO THIS QUESTION-the one certainty

is

that culture change is a necessity

1

501

it

acquired

Howmedica from Pfizer Corp.

1

502

newly combined business

needed

entirely new MIS backbone, infrastructure and systems

1

503

one year

integrate

both companies' technological architectures into a cohesive business

1

504

one year

detach

Howmedica from Pfizer

1

505

new support center

established

to champion the project

4

506

project management

was

solution

5

507

Mr. Gallifa, then MIS EMEA director of Stryker Europe

oversaw

MIS integration of Howmedica

1

508

Internal billing to stakeholders in other countries and legal entities

was

challenge

1

509

We

created

new project controller position and new project accounting system, with appropriate coding for all activities, which was included in all budgets, invoices and time sheets

5

510

internal customers

commit

to project capital costs and expenditures

1

511

all project budgets

were prepared

approved in such a way that internal customers could anticipate

4

512

we

support

practically becoming an internal business unit

1

513

we

support

MIS charges from project investments

4

514

Stryker Europe

linked

salary raises and bonuses with project success, and strategic portfolio management with organizational development

5

515

Mr. Gallifa and the divisional management team

addressed

annual rolling strategy review and budgetary process by introducing program and strategic portfolio management to prioritize and budget for projects at least six months in advance

6

516

Stryker Europe

changed

IT culture by now "selling" its projects to country and functional managers, and corporate officers, while still assuring project execution and MIS support within a highly regulated industry

5

517

we

introduced

project management

5

518

We

had

indicate at all times how to interface with our project management processes

5

519

integration of Howmedica into Stryker Europe

was accomplished

successfully, on time and within budget

1

520

we

learned

that modifying an organizational culture to accommodate project management is not about knowing how to execute projects, but implementing project portfolio management and investing heavily in operational project management maturity throughout the company

5

521

Any project management implementation

requires

executive buy-in and support

5

522

To ensure your company

reaches

desired level of maturity

1

523

To ensure your company

taking

into account

1

524

To ensure your company

plan

for culture change within your business transition plan

1

525

To ensure your company

plan

idiosyncrasies of your specific business, its customers and other successful examples within your market

1

526

executives

are needed

for strategic decisions, visible leadership support and scope control

1

527

Notes David Cochran

proceeds

under the oversight of its team and the PMO, without consuming executive supervision time

1

528

exception

reporting

to focus attention on those projects that are off target and require executive support

1

529

issues

are addressed

in a timely fashion

1

530

This approach

is

dependent on creating a business culture that supports early problem identification and escalation so

1

531

reporting system

help

speed issues up the management chain

3

532

executives

know

By staying in tune with what project managers report

4

533

executives

know

when to kill a project to avoid large-scale failure, and redeploy resources to other business objectives

5

534

USA

shifted

corporate strategy from selling hardware to selling integrated solutions, which greatly increased the need for expert project management

5

535

Pursuing project management

was

key to remaining competitive

5

536

SEN

developed

competencies for project management

5

537

SEN

rolled out

comprehensive training program

1

538

SEN

established

PMO

1

539

nearly 3,000 SEN managers and project employees

participated

in a project management training initiative, which improved the organization's overall project success rate by 30 percent

9

540

it

needed

to standardize its project management practices

5

541

business

was becoming


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Modified date:	2006-10-18 10:43
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