Strategic guidance on enabling transformational change in the project management landscape
In Project Management Next Generation: The Pillars for Organizational Excellence, a team of world-renowned project management leaders delivers an expert discussion on project management implementation in organizations of all kinds. The book explores 10 pillars of project management that will be critical for companies in the coming decade. It offers contributions from industry changemakers and thought leaders that provide the perfect balance between practical experience across a variety of programs, projects, and transformation initiatives.
It’s a must-have title for practicing project managers who seek hands-on guidance and insightful case studies complete with discussion questions and instruction materials, including PowerPoint lecture slides and a full Instructors Manual on the companion website. In addition to the perspectives of several global commercial organizations on the project management industry’s future, readers will find: - Thorough introductions to project management as a strategic competency and corporate project management cultures - Comprehensive explorations of workforce upskilling and defining project success - Practical discussions of flexible project management frameworks and flexible life cycle phases and project governance - In-depth examinations of value-driven project management and metrics, as well as metrics for intangible assets, and strategic metrics
Perfect for mid-level corporate, project, and team managers, as well as executives and business consultants, Project Management Next Generation: The Pillars for Organizational Excellence will also earn a place in the libraries of students in courses on advanced project management at the upper-level undergraduate and graduate levels.
Table of Contents
Preface xi
1 Pillar #1: Strategic Delivery Capability 1
1.0 Setting the Stage 1
1.1 Background 6
1.2 Line-of-Sight 8
1.3 Sustainable Competitive Advantage 8
1.4 High-Performance Teams 9
1.5 High-Performance Organizations 9
1.6 Strategic Competency 11
1.7 Background to Barriers 12
1.8 Excellence in Action: Medtronic 24
1.9 Strategically Improving 26
1.10 Innovation in Action: Repsol 27
1.11 Strategic Agility 34
1.12 Excellence in Action: Merck Kgaa 35
1.13 Excellence in Action: Cisco 38
1.14 Excellence in Action: Servicenow 47
1.15 Excellence in Action: Farm Credit Mid-America 49
1.16 Excellence in Action: Project Management United 64
1.17 Letter to Future Project Manager 71
References 73
2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives 77
2.0 What Makes Humanitarian Projects Different? 77
2.1 The Impact of Project Management Practices in Humanitarian Projects 77
2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia 78
2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned 89
2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects 103
2.5 16/6 Project in Haiti 118
2.6 Conclusions 122
References 123
3 Pillar #3: Project Management Is Creating Innovative Cultures 125
3.0 Background 125
3.1 Introducing the Innovative Culture Model 125
3.2 Balanced Alignment and Autonomy 127
3.3 Excellence in Action: Sunrise UPC 127
3.4 Innovation Competencies 130
3.5 Excellence in Action: Bosch 130
3.6 Blocking Off Time to Think 147
3.7 Excellence in Action: 3M 148
3.8 Refreshed Executive Role 149
3.9 Excellence in Action: General Motors 150
3.10 The Innovation Culture 152
3.11 Excellence in Action: Apple 152
3.12 Projects as Innovation Labs 154
3.13 Excellence in Action: Samsung 154
3.14 New Ways of Working 155
3.15 Excellence in Action: Siemens 156
3.16 Readying and Sustaining Tomorrow’s Excellence Cultures 159
3.17 A Future (Working) Day in the Life of the Program Manager 160
3.18 Excellence in Action: Solvo360 163
3.19 Excellence in Action: Texas Instruments 169
4 Pillar #4: Digitalization Is Central to Delivering Projects’ Promises 173
4.0. Background 173
4.1 Excellence in Action: ASGC 174
4.2 Digitalization and Projects Framework 180
4.3 Experimenting Capacity 182
4.4 Excellence in Action: ServiceNow 182
4.5 Context-Driven Planning 185
4.6 Excellence in Action: Progressive Insurance 186
4.7 Co-Creation 190
4.8 Growth in Information Warehouses 190
4.9 Knowledge Repositories 191
4.10 The Need for Business Intelligence Systems 194
4.11 Big Data 194
4.12 Top Seven Things to Consider When Choosing a BI Tool 196
4.13 Stop Treating Business Intelligence Projects as IT Projects 198
4.14 Dashboards vs. Reports: Which One Should You Go With? 200
4.15 Mapping Dashboards to Objectives 202
4.16 Virtual Teams Engagement 203
4.17 Excellence in Action: IBM 204
4.18 Outcomes-Focused Work 218
4.19 Excellence in Action: Dubai Customs 219
4.20 Ever-Changing Ways of Working 221
4.21 Excellence in Action: Wuttke & Team 221
4.22 Digitalization and Projects Path Forward 226
5 Pillar 5: Evolving Project Delivery Skills 227
5.0 The Changing Landscape 227
5.1 Problem Solving and Decision-Making 228
5.2 Brainstorming 251
5.3 Design Thinking 257
5.4 Excellence in Action: Disney 260
References 268
6 Pillar 6: New Forms of Project Leadership 271
6.0 Introduction 271
6.1 Issues with Leadership Studies 271
6.2 Selecting the Leader 272
6.3 Introduction to Leadership Styles 272
6.4 Project Management Challenges 275
6.5 Leadership and Cultures 276
6.6 Excellence in Action: Project Leadership for the Smart Mission 277
6.7 Leadership and Stakeholder Relations Management 279
6.8 The Changing Leadership Landscape 290
6.9 Servant Leadership 292
6.10 Social Project Management Leadership 294
6.11 The Growth in Importance of Crisis Leadership 295
6.12 The Growth in Competency Models 301
6.13 Project Management Core Competency Models 303
6.14 Excellence in Action: Eli Lilly 304
6.15 Conclusions 313
References 313
7 Pillar 7: Organizational Cultural Shift to the Project Way of Working 315
7.0 Introduction 315
7.1 The Need for Cultural Shift 315
7.2 Excellence in Action: GEA Project Management in GEA Process Engineering: Our Vision for the Future 318
7.3 Excellence in Action: Norte Energia Belo Monte Hydroelectric Power Plant 324
7.4 Conclusions 349
References 349
8 Pillar 8: Adaptive Frameworks and Life Cycles 351
8.0 Background 351
8.1 The Risks of Using a Singular Methodology 352
8.2 Project Management Landscape Changes 353
8.3 The Need for Multiple Flexible Methodologies 353
8.4 Selecting the Right Framework 356
8.5 Be Careful What You Wish For 357
8.6 Strategic Selection Implications 358
8.7 Excellence in Action: ServiceNow 359
8.8 Excellence in Action: The International Institute for Learning 361
8.9 The Fuzzy Front End 367
8.10 Line-of-Sight 370
8.11 Establishing Gates 370
8.12 The Future Fuzzy Front Gates 371
8.13 Excellence in Action: IdeaScale 372
8.14 Project Selection Criteria 375
8.15 Excellence in Action: AstraZeneca 377
8.16 Excellence in Action: Airbus 391
8.17 Partnership Fuzzy Front Ends 393
8.18 Excellence in Action: Facebook 394
8.19 Life-Cycle Phases 395
8.20 Project Closure 399
8.21 Excellence in Action: Motorola 400
8.22 New Causes of Complete or Partial Failure 401
8.23 Conclusion 401
References 402
9 Pillar 9: Evolving Nature of PMOs and Governance 403
9.0 Introduction 403
9.1 How Governance Can Be Applied in an Agile and Volatile World 403
9.2 Excellence in Action: SITA - Airport Systems Integration Projects Cry for Flexible Governance 404
9.3 Excellence in Action: ServiceNow - From Project Management to Strategy Realization 406
9.4 Excellence in Action: PMO Global Alliance - PMOs in Transformation 410
9.5 Excellence in Action: Determining the Mathematical ROI of a PMO Implementation 423
9.6 Conclusions 436
References 436
10 Pillar #10: Significant Growth in Value-Driven and Business-Related Metrics 439
10.0 The Growth of Project Metrics 439
10.1 The Growth of Metric Measurement Techniques 440
10.2 Selecting the Right Metrics 442
10.3 Benefits Realization and Value Management 443
10.4 Measuring Benefits and Value 447
10.5 Excellence in Action: Philips Business Group Hospital Patient Monitoring 449
10.6 Metrics for Measuring Intangibles 466
10.7 The Need for Strategic Metrics 468
10.8 Project Health Checks 471
10.9 Action Items 475
10.10 Failure of Traditional Metrics and KPIs 476
10.11 Establishing a Metrics Management Program 477
10.12 Conclusion 478
About the Authors 479
Index 481
