Advanced multi-project management : achieving outstanding speed and results with predictability

By: Kendall, Gerald IContributor(s): Austin, Kathleen MMaterial type: TextTextPublication details: Ft. Lauderdale, FL : J. Ross Pub., 2012Description: xx, 423 p. : illISBN: 9781604270808 (hbk. : alk. paper); 1604270802Subject(s): Project management | Multi-Project ManagementDDC classification: 658.404
Contents:
PART I-WHY MULTI-PROJECT ENVIRONMENTS ARE SO MESSED UPChapter 1: Introduction-The Multi-Project ProblemChapter 2: Resource ConflictsChapter 3: Poorly Defined Project NetworksChapter 4: The Biggest Leverage Point for ImprovingPART II-OVERVIEW OF THE PERMANENT MULTI-PROJECT SOLUTIONChapter 5: Project NetworksChapter 6: Strategic Buffering-Insulating Projects from VariabilityChapter 7: Controlled Project WIP-Aligning and Activating Multiple ProjectsChapter 8: Fast Execution, Single Priority System, RecoveryChapter 9: Enterprise Resource PlanningChapter 10: Multi-Project Software RequirementsChapter 11: What Is It All Worth? PART III-PROJECT PLANNING, NETWORKS, AND RISK AVOIDANCEChapter 12: Level of Detail-Not the Lowest LevelChapter 13: Step 1-The Project's Measurable Goals, Tangible Scope, and Sponsor CriteriaChapter 14: Step 2-The BackboneChapter 15: Step 3-The SkeletonChapter 16: Step 4-Additional Dependencies-First Risk Avoidance Chapter 17: Step 5-Checking Against Project Goals and Scope-Second Risk AvoidanceChapter 18: Step 6-ResourcingChapter 19: Step 7-Expert Scrutiny-Third Risk AvoidanceChapter 20: Step 8-Time estimates-Fourth Risk AvoidanceChapter 21: Step 9-Duration Reduction without CompromiseChapter 22: Step 10-Final Project Risk Assessment-Fifth Risk AvoidancePART IV-INSULATING PROJECTS FROM VARIABILITYChapter 23: Three Points of Network InsulationChapter 24: Operations versus Project Responsibility-Resource InsulationChapter 25: Project-to-Project Insulation Chapter 26: Common Cause versus Special Cause InsulationPART V-ALIGNING AND ACTIVATING MULTIPLE PROJECTSChapter 27: Setting Project Priorities Chapter 28: Two Different Ways to Align Multiple ProjectsChapter 29: "What If" Analyses on Timelines and ResourcesChapter 30: Finalizing the Project Schedule and ActivationPART VI-MULTI-PROJECT EXECUTIONChapter 31: Project Manager Execution RolesChapter 32: Resource Manager Execution Roles Chapter 33: Senior Management Execution Role-Daily Fast-Track MeetingsChapter 34: Senior Management Execution Role-Full-Kitting ProjectsChapter 35: Senior Management in Stage Gate -How to Avoid the Huge DamageChapter 36: Senior Management Execution Role-Portfolio Review ProcessPART VII-ENTERPRISE PROJECT RESOURCE PLANNINGChapter 37: Distinguishing between Temporary Bottlenecks and Need to Hire/ContractChapter 38: Supervisor and Management LoadsChapter 39: Increasing Load on Operations from Project CompletionChapter 40: Short-, Medium-, and Long-Term ChallengesPART VIII-MULTI-PROJECT SOFTWARE REQUIREMENTSChapter 41: Software Planning Requirements-Buffers, Global Resources, and AlignmentChapter 42: Software Execution Requirements-Buffer Penetration and Project and Resource TrendsChapter 43: Role-Based Software ViewsPART IX-EXECUTIVE BUY-IN AND CONCLUSIONSChapter 44: Executive Buy-In Chapter 45: ConclusionsAppendix A: Strategy and Tactics Approach For Multi-Project ManagementAppendix B: Success Stories and Video ReferencesAppendix C: Sample Enterprise Resource CategoriesAppendix D: What About Agile?Appendix E: Detailed Case Study on Project PlanningReferencesIndex
Summary: Presents strategies and detailed tactics to transform any multi-project environment, and outlines the 10 steps needed to create valid project networks and task estimates in a multi-project environment. This book enables large, medium, and even small organizations to consistently complete their projects faster, within original scope and budget
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Item type Current library Collection Call number Status Date due Barcode Item holds
Reference Books Reference Books Main Library
Reference 		Reference 658.404 KEN (Browse shelf(Opens below)) Available 015372
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Includes index

PART I-WHY MULTI-PROJECT ENVIRONMENTS ARE SO MESSED UPChapter 1: Introduction-The Multi-Project ProblemChapter 2: Resource ConflictsChapter 3: Poorly Defined Project NetworksChapter 4: The Biggest Leverage Point for ImprovingPART II-OVERVIEW OF THE PERMANENT MULTI-PROJECT SOLUTIONChapter 5: Project NetworksChapter 6: Strategic Buffering-Insulating Projects from VariabilityChapter 7: Controlled Project WIP-Aligning and Activating Multiple ProjectsChapter 8: Fast Execution, Single Priority System, RecoveryChapter 9: Enterprise Resource PlanningChapter 10: Multi-Project Software RequirementsChapter 11: What Is It All Worth? PART III-PROJECT PLANNING, NETWORKS, AND RISK AVOIDANCEChapter 12: Level of Detail-Not the Lowest LevelChapter 13: Step 1-The Project's Measurable Goals, Tangible Scope, and Sponsor CriteriaChapter 14: Step 2-The BackboneChapter 15: Step 3-The SkeletonChapter 16: Step 4-Additional Dependencies-First Risk Avoidance Chapter 17: Step 5-Checking Against Project Goals and Scope-Second Risk AvoidanceChapter 18: Step 6-ResourcingChapter 19: Step 7-Expert Scrutiny-Third Risk AvoidanceChapter 20: Step 8-Time estimates-Fourth Risk AvoidanceChapter 21: Step 9-Duration Reduction without CompromiseChapter 22: Step 10-Final Project Risk Assessment-Fifth Risk AvoidancePART IV-INSULATING PROJECTS FROM VARIABILITYChapter 23: Three Points of Network InsulationChapter 24: Operations versus Project Responsibility-Resource InsulationChapter 25: Project-to-Project Insulation Chapter 26: Common Cause versus Special Cause InsulationPART V-ALIGNING AND ACTIVATING MULTIPLE PROJECTSChapter 27: Setting Project Priorities Chapter 28: Two Different Ways to Align Multiple ProjectsChapter 29: "What If" Analyses on Timelines and ResourcesChapter 30: Finalizing the Project Schedule and ActivationPART VI-MULTI-PROJECT EXECUTIONChapter 31: Project Manager Execution RolesChapter 32: Resource Manager Execution Roles Chapter 33: Senior Management Execution Role-Daily Fast-Track MeetingsChapter 34: Senior Management Execution Role-Full-Kitting ProjectsChapter 35: Senior Management in Stage Gate -How to Avoid the Huge DamageChapter 36: Senior Management Execution Role-Portfolio Review ProcessPART VII-ENTERPRISE PROJECT RESOURCE PLANNINGChapter 37: Distinguishing between Temporary Bottlenecks and Need to Hire/ContractChapter 38: Supervisor and Management LoadsChapter 39: Increasing Load on Operations from Project CompletionChapter 40: Short-, Medium-, and Long-Term ChallengesPART VIII-MULTI-PROJECT SOFTWARE REQUIREMENTSChapter 41: Software Planning Requirements-Buffers, Global Resources, and AlignmentChapter 42: Software Execution Requirements-Buffer Penetration and Project and Resource TrendsChapter 43: Role-Based Software ViewsPART IX-EXECUTIVE BUY-IN AND CONCLUSIONSChapter 44: Executive Buy-In Chapter 45: ConclusionsAppendix A: Strategy and Tactics Approach For Multi-Project ManagementAppendix B: Success Stories and Video ReferencesAppendix C: Sample Enterprise Resource CategoriesAppendix D: What About Agile?Appendix E: Detailed Case Study on Project PlanningReferencesIndex

Presents strategies and detailed tactics to transform any multi-project environment, and outlines the 10 steps needed to create valid project networks and task estimates in a multi-project environment. This book enables large, medium, and even small organizations to consistently complete their projects faster, within original scope and budget

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