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Value-Driven Project Management (IIL/Wiley Series in Project Management) [Englisch] [Gebundene Ausgabe]

Harold Kerzner , Frank P. Saladis , International Institute for Learning

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Kurzbeschreibung

11. September 2009 IIL/Wiley Series in Project Management (Buch 1)
This is the first book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis, Value-Driven Project Management challenges the traditional view that focuses on planning, scheduling, and controlling, proposing a fundamentally different approach that looks at the added value project management brings to the corporate and business strategy as a whole.

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Klappentext

Discover how you can apply the Kerzner Approach(r) to successful project management
 
Too many companies are working on the wrong projects. Project portfolios are filled with projects that do not provide real value at completion even though the triple constraints of time, cost, and performance have been carefully managed and met.
 
Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide will revolutionize the way you view and practice project management. It introduces the acclaimed Kerzner Approach(r), demonstrating how it empowers you with the skills needed to ensure that projects are completed successfully. Most importantly, it shows you how to design and implement projects that deliver true value.
 
The International Institute for Learning/Wiley Series in Project Management features
 
the most innovative, tested-and-proven approaches to project management,
 
all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for
 
getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

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In 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.
 
Today'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.
 
Responding to the needs of today's project managers, Value-Driven Project Management 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:
* Internal value
* Financial value
* Future value
* Customer-related value
 
The 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.
 
Throughout the book, helpful illustrations clarify complex concepts and processes.
 
Assigning 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 Value-Driven Project Management in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.

In diesem Buch (Mehr dazu)
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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Amazon.com: 3.7 von 5 Sternen  3 Rezensionen
4.0 von 5 Sternen Are your projects being managed? 29. November 2011
Von silent - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Value Driven Project Management discusses the evolution of project management. The authors explains that project managers are more involved in business decisions and their input is requested for establishing project objectives, strategic development and project selection and prioritization. Project managers are now viewed as business managers rather than as pure project managers or task managers due to the continuous evolution of project management.

If you are a business person trying to determine whether project management is an integral function of your organization, read Value Drive Project Management first and then make your determination
4.0 von 5 Sternen Running Your Company 16. November 2011
Von Tamara C. Johnson - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Now here are eight simple steps to maximizing and succeeding the best way possible in running your company. Value Driven Management provides the tools you need to create, drive, and run your organization. For those that are just starting a new company and need guidance on where to begin to start a float and stay afloat these steps will help. A good read.
0 von 2 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Something Here but Incomplete 15. Dezember 2009
Von D. R. Pitts - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Interesting Premise, that discredits the use of the triple constraint as the basis for measuring project sucess. It uses examples of notorious projects (Denver airport, Sydney Opera house) that were pilloried at the time and got the PM fired, with the perception of them now. Although there is no doubt that the authors are on to something, I think however that there is a missing element here. The tendency is for pople to optimise locally - consequently having spent more time and money than expected on a project - we have to find values to justify it - The unanswered question would be, if we could go back to the pro ject inception and explain the "Values" that these projects are actually percieved to have today, would we commit to the expenditure that actually occured?
Waren diese Rezensionen hilfreich?   Wir wollen von Ihnen hören.
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