http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Project management beyond Waterfall and Agile
"The book presents a flexible, universal, and integrated three-dimensional model for managing projects. By tailoring and customizing the model to a specific industry or organization or by adapting it to a function or project classification, this model can be used to manage any project. It can also be used both in a traditional or an agile environment. The model's three dimensions are project lifecycle, project management processes, and finally competences, sustainability, and best practices. The book explains how these dimensions are managed together and how to apply and adapt the three-dimensional model."--Provided by publisher.
Machine generated contents note: ch. 1 Definitions and Clarifications -- 1.1. Introduction -- 1.2. Standard -- 1.3. De Facto Standard -- 1.4. Framework -- 1.5. Method and Methodology -- 1.6. Is a Method (Methodology) Also a Standard? -- 1.7. System -- 1.8. PM versus OPM -- 1.9. Guide -- 1.10. Closing Comments -- ch. 2 Leading Global Associations -- 2.1. Introduction -- 2.2. Global Associations: General Project Management -- 2.3. Global Associations: Specialties -- 2.4. Other Relevant Topics -- 2.5. Closing Comments -- ch. 3 PMBOK® Guide Overview -- 3.1. Introduction -- 3.2. Brief History -- 3.3. Relevant Highlights from the PMBOK® Guide -- 3.3.1. Process Groups -- 3.3.2. Knowledge Areas -- 3.3.3. Generic Standard Document -- 3.4. Myths about the PMBOK® Guide -- 3.4.1. PMBOK® Guide Is About Best Practices -- 3.4.2. PMBOK® Guide Is a Methodology -- 3.5. Closing Comments -- ch. 4 ISO 21500 Overview -- 4.1. Introduction -- 4.2. Development and Influence -- 4.3. Process Groups -- 4.4. Subject Areas -- 4.5. Processes -- 4.6. ISO versus the PMBOK® Guide -- 4.7. Closing Comments -- ch. 5 Other Relevant PM Standards -- 5.1. Introduction -- 5.2. IPMA® -- 5.3. GPM® Global -- 5.4. Closing Part A -- ch. 6 Gaps and Opportunities -- 6.1. Summary of Previous Chapters -- 6.2. Transition, Understanding the Challenges -- 6.3. Objectives -- 6.4. New Perspective or Shifting Paradigms? -- ch. 7 Clearing a Critical Challenge -- 7.1. Introduction -- 7.2. Critical Challenge -- 7.2.1. Process Groups and Project Life Cycle -- 7.2.2. Opinion or Fact? -- 7.2.3. So, Why the Confusion? -- 7.3. Project Life Cycle -- 7.3.1. Project Life Cycle Definition -- 7.3.2. Other Life Cycles -- 7.3.3. Project Life Cycle Is a Variable -- 7.3.4. Whose Perspective? -- 7.4. Project Phases and Stages -- 7.5. Clearing the Confusion -- 7.5.1. Phase Perspective -- 7.5.2. Project Perspective -- 7.5.3. Project and Stage Perspectives -- 7.5.4. Can We Combine? -- 7.5.5. Can We Consider a Project as a Program? -- 7.5.6. How About Small-Simple Projects? -- 7.6. Closing Comments -- ch. 8 Various Challenges -- 8.1. Introduction -- 8.2. What Is Missing or Not Covered Enough -- 8.2.1. Methodology -- 8.2.2. Organizational System -- 8.2.3. Tailoring and Customization -- 8.2.4. Project Classification -- 8.2.5. Templates and Forms -- 8.2.6. Project Life Cycle -- 8.2.7. Benefits Realization -- 8.3. Other Challenges in Published Guides -- 8.3.1. Planning -- 8.3.2. Project Change Management -- 8.3.3. Project Success -- 8.3.4. Pre-Project -- 8.4. Monitor and Control -- 8.5. Conclusion and Recommendations -- ch. 9 Organizational Project Management -- 9.1. What Should Organizations Use? -- 9.2. OPM and Professional Associations -- 9.3. What Are the Components of an OPMS? -- 9.4. Closing Comments -- ch. 10 Three-Dimensional Model -- 10.1. Introduction -- 10.2. Few Definitions -- 10.2.1. Universal -- 10.2.2. Method or Methodology -- 10.2.3. Project Type -- 10.2.4. Project Domain -- 10.2.5. Project Classification -- 10.2.6. Platform -- 10.3. Principles of Building a Method(ology) -- 10.4. SUKAD CAMMP["! Model -- 10.4.1. First Dimension -- 10.4.2. Second Dimension -- 10.4.3. Third Dimension -- 10.5. Methodology Main Characteristics -- 10.6. What Are the Key Features of CAMMP["!? -- 10.7. What Is Not New -- 10.8. What Is New (or Not Well Known) -- 10.9. Agile/Scrum/Waterfall -- 10.10. Closing Comments -- ch. 11 Rationale and Model Perspectives -- 11.1. Story That Led to This Work -- 11.2. Challenges for Professionals -- 11.3. Birth of CAMMP["! -- 11.4. Full Project Life Cycle Perspective -- 11.5. Multiple Stakeholders -- 11.6. Idea Developer (Project Owner) Perspective -- 11.7. Closing Comments -- ch. 12 Vital Concept: The Stage Gate Process -- 12.1. Project Management Is a Disciplined Approach -- 12.2. Definition of Gates -- 12.3. Project Life Cycle and Stage Gates -- 12.4. Importance of the Stage Gate Process -- 12.5. Governance -- 12.6. Is Not the Stage Gate Process ... -- 12.6.1. ... A Form of Risk Aversion? -- 12.6.2. ... A Form of Bureaucratic Process? -- 12.6.3. ... A Killer of Innovation? -- 12.6.4. Case Study -- 12.7. Closing Comments -- ch. 13 Brief Overview of CAMMP["! -- 13.1. Introduction -- 13.2. History of CAMMP["! -- 13.3. Model's Brief Explanation -- 13.3.1. Overview -- 13.3.2. Phases -- 13.3.3. Stages -- 13.3.4. Stage Deliverables and Gates -- 13.4. Summary of Phases and Stages -- 13.4.1. Discovery Phase -- 13.4.2. Message on Authorization -- 13.4.3. Development Phase -- 13.4.4. Delivery Phase -- 13.5. Full Standard Model -- 13.6. Strategic Aspects in CAMMP["! -- 13.7. Closing Comments -- ch. 14 Links to Global Standards -- 14.1. Introduction to Part D -- 14.2. CAMMP["! Refresher -- 14.3. Professional Associations and Gaps -- 14.4. CAMMP["! Link to PMI and ISO -- 14.5. CAMMP["! Link to IPMA and Other Associations -- 14.6. How CAMMP["! Differs from Global References -- 14.6.1. General Statements -- 14.6.2. Terminology Differences -- 14.6.3. Additional or Emphasized Concepts -- 14.6.4. Shift in Planning and Additional Processes -- 14.7. Closing Comments -- ch. 15 Management and Detailed Planning -- 15.1. Introduction -- 15.2. One or More Plans? -- 15.3. Splitting Planning -- 15.4. Closing Comments -- ch. 16 Processes and Functions -- 16.1. Introduction -- 16.2. Project Management Processes -- 16.2.1. CAMMP["! Processes -- 16.2.2. Process Gates -- 16.2.3. Typical Process Within a Stage -- 16.3. Project Management Functions -- 16.3.1. CAMMP["! Perspective -- 16.4. Closing Comments -- ch. 17 Processes and Deliverables Within a Stage -- 17.1. Overview -- 17.2. Authorize Process -- 17.2.1. Develop Stage Authorization Document -- 17.2.2. Establish Stage Success Criteria -- 17.2.3. Mobilize Project Manager -- 17.2.4. Identify Stakeholders -- 17.3. Plan Management Process -- 17.4. Plan Details Process -- 17.5. Implement Process -- 17.6. Control Process -- 17.7. Close Process -- 17.8. Closing Comments -- ch. 18 Discovery Phase-Concept Stage -- 18.1. Phase Overview -- 18.2. Stage Overview -- 18.3. Sequence of Events -- 18.4. Special Note About Processes -- 18.5. Project Brief -- 18.5.1. Overview -- 18.5.2. Potential Pitfall -- 18.5.3. Content -- 18.6. Stage Gate 1 (SG1) -- 18.7. Stage Summary and Next Steps -- ch. 19 Discovery Phase-Feasibility Stage -- 19.1. Stage Overview -- 19.2. Sequence of Events -- 19.3. Feasibility Study -- 19.3.1. Introduction -- 19.3.2. Feasibility Study and Risk Management -- 19.3.3. Content -- 19.3.4. Feasibility Study Potential Pitfall -- 19.4. Stage Gate Two (SG2) -- 19.5. Project Authorization Document -- 19.5.1. Purpose of the Project Authorization Document -- 19.5.2. Content of the Project Authorization Document -- 19.6. Stage Summary -- ch. 20 Development Phase-Requirements Stage -- 20.1. Phase Overview -- 20.2. Stage Overview -- 20.3. Sequence of Events -- 20.4. Project Requirements Document -- 20.4.1. Overview -- 20.4.2. Why the PRD? -- 20.4.3. PRD Content -- 20.5. Stage Gate 3 (SG3) -- 20.5.1. Overview -- 20.5.2. Importance of This Stage Gate -- 20.6. Stage Summary -- ch.
21 Development Phase-Strategy Stage -- 21.1. Stage Overview -- 21.2. Sequence of Events -- 21.3. Project Planning -- 21.4. Project Management Plan -- 21.4.1. Sections of the Project Management Plan -- 21.4.2. Strategy Section -- 21.4.3. "How-To" Section -- 21.4.4. People Aspects -- 21.4.5. Class 2 Estimate Section -- 21.5. Once Again: Process Groups -- 21.6. Stage Gate 4 (SG4) -- 21.7. Advance Funding -- 21.7.1. How Was the Project Funded up to This Point? -- 21.7.2. Why No Final Funding Now? -- 21.8. Stage Summary -- ch. 22 Development Phase-Definition Stage -- 22.1. Stage Overview -- 22.2. Sequence of Events -- 22.3. Project Detailed Plan -- 22.3.1. Introduction -- 22.3.2. Special Conditions -- 22.3.3. Scope of Work -- 22.3.4. Q/HSE -- 22.3.5. Schedule -- 22.3.6. Cost Estimating -- 22.3.7. Staffing -- 22.3.8. Risk Management -- 22.3.9. Sustainability -- 22.3.10. Project Procurement -- 22.3.11. Other Considerations for the Project Detailed Plan -- 22.4. Request for Final Approval -- 22.5. Stage Gate 5 (SG5) -- 22.6. Stage Summary -- ch. 23 Delivery Phase-Implementation Stage -- 23.1. Phase Overview -- 23.2. Stage Overview -- 23.3. Stage Sequence -- 23.4. Implementation and Control -- 23.4.1. Overview -- 23.4.2. Performance Management -- 23.4.3. Start Implementation -- 23.4.4. Trip (A Simple Project) -- 23.5. Stage vs. Process Group -- 23.6. Operational Readiness -- 23.7. Stage Gate 6 (SG6) -- 23.8. Stage Gate 7 (SG7) -- 23.9. Stage Summary -- ch. 24 Delivery Phase-Operational Readiness Stage -- 24.1. Stage Overview -- 24.2. Special Considerations -- 24.3. Stage Sequence -- 24.4. Pre-Handover Activities -- 24.5. Handover Activities -- 24.6. Stage Gate 6 (SG6) -- 24.7. Stage Summary -- ch. 25 Delivery Phase-Initial Operations Stage -- 25.1. Stage Overview -- 25.2. Stage Sequence -- 25.3. Pilot -- 25.3.1. Example 1: A New Technology -- 25.3.2. Example 2: A Hotel Project -- 25.3.3. Example 3: An Organizational Change Project.
Note continued: 25.4. Initial Operations -- 25.5. Stage Gate 8 (SG8) -- 25.6. Stage Summary -- ch. 26 Delivery Phase-Close Stage -- 26.1. Stage Overview -- 26.2. Stage Sequence -- 26.3. Stage vs. Process Group -- 26.4. Importance of Proper Project Closure -- 26.5. Close-Out Report -- 26.5.1. Reconciliation -- 26.5.2. Lessons Learned -- 26.5.3. Project Success Assessment -- 26.5.4. Benefits Realization Evaluation -- 26.5.5. Organizational Records Update -- 26.6. Stage Gate 9 (SG9) -- 26.7. Stage Summary -- ch. 27 Introduction to the Third Dimension -- 27.1. Refresher -- 27.2. Third Dimension -- 27.3. What Are These Layers? -- ch. 28 Project Success -- 28.1. Introduction -- 28.2. Gaps in Practice -- 28.3. Perspectives -- 28.3.1. Strategic and Organizational Perspective -- 28.3.2. Project Owner Perspective -- 28.4. CAMMP["! Proposed Approach -- 28.4.1. Product Delivery Success: Technical -- 28.4.2. Project Management Success -- 28.4.3. Special Notices -- 28.4.4. Project Delivery Success -- 28.4.5. Objectives Success -- 28.5. Applying the Concept -- 28.5.1. Case Study -- 28.5.2. Project Brief and Project Success -- 28.6. When to Define the Criteria for Success -- 28.7. Closing Comments -- ch. 29 Competence -- 29.1. Overview -- 29.2. Resources -- 29.3. IPMA ICB -- 29.4. Common Misunderstanding -- 29.5. Competence in Organizations -- 29.5.1. Current State of Practice -- 29.5.2. Implementing Competence Development -- 29.6. Competence and CAMMP["! -- ch. 30 Sustainability -- 30.1. Special Message -- 30.2. Overview -- 30.3. Resources -- 30.4. P5 -- 30.5. PRiSM["! -- 30.6. Sustainability and CAMMP["! -- ch. 31 Best Practices -- 31.1. Overview -- 31.2. Resources -- 31.3. Value of Best Practices -- 31.4. Best Practices and CAMMP["! -- ch. 32 Managing Across the Stages -- 32.1. Introduction to Section III -- 32.2. Reflections on Challenges -- 32.3. Charter versus Managing Across the Stages -- 32.4. Simulating Managing Across the Stages -- 32.4.1. Overview -- 32.4.2. General Explanation -- 32.4.3. Summary of the Project -- 32.5. Project Example, End-to-End -- 32.5.1. Project -- 32.5.2. Discovery Phase -- 32.5.3. Reflections -- 32.5.4. Development Phase-Requirements Stage -- 32.5.5. Summary of the Rest of the Stages -- 32.5.6. General Comments -- 32.6. Closing Comments -- ch. 33 Project Approvals -- 33.1. Introduction -- 33.2. Types of Approvals -- 33.2.1. Stage Gate Approvals -- 33.2.2. Process Gates Approvals -- 33.2.3. Budget Approvals -- 33.2.4. Timing of Approvals -- 33.3. Budgeting Common Practices -- 33.3.1. Preset Budget -- 33.3.2. Project Budget (Internal and External Costs) -- 33.3.3. Constrained Budget -- 33.4. Leading Practices -- 33.4.1. Is There a Leading Practice? -- 33.4.2. What Is the Leading Practice? -- 33.4.3. Stage Gates versus Budget Approvals -- 33.5. Three Budget Approvals -- 33.5.1. First Budget Approval -- 33.5.2. Second Budget Approval -- 33.5.3. Third Budget Approval -- 33.6. Closing Comments -- ch. 34 Project Estimates -- 34.1. Introduction -- 34.2. Stage versus Project Estimates -- 34.3. Proposed Approach -- 34.3.1. Overview -- 34.3.2. Class 1 Estimate -- 34.3.3. Class 2 Estimate -- 34.3.4. Class 3 Estimate -- 34.3.5. Summary of the Three Estimates -- 34.4. Are Three Estimates Too Many? -- 34.5. Components of a Good Estimate -- 34.6. Estimating and Project Management Maturity -- 34.7. Estimating and the Project Life cycle -- 34.8. Closing Comments -- ch. 35 Project Control -- 35.1. Introduction -- 35.2. Baseline -- 35.3. Stage versus Project Control -- 35.3.1. Stage Control -- 35.3.2. Project Control -- 35.4. CAMMP["! Alternative Perspective -- 35.4.1. Overview -- 35.4.2. First Control Reference Point -- 35.4.3. Second Control Reference Point -- 35.4.4. Third Control Reference Point -- 35.4.5. Fourth Control Reference Point -- 35.4.6. Why Four Points? -- 35.5. Project Management Maturity and Control -- ch. 36 Project Change Management -- 36.1. Introduction -- 36.2. Agile/Scrum -- 36.3. Why Change Management Is Critical -- 36.4. Hidden Changes-Scope Creep -- 36.4.1. Overview -- 36.4.2. Discovery Phase -- 36.4.3. Requirements/Strategy Stages -- 36.4.4. Definition Stage -- 36.4.5. Why Scope Creep Happens -- 36.5. Change Management in the Fog -- 36.6. Traditional Change Management -- 36.7. Types of Changes -- 36.8. Closing Comments -- ch. 37 Project Risk Management -- 37.1. Introduction -- 37.2. Threats or Threats and Opportunities? -- 37.3. Frequency of Performing Risk Assessment -- 37.4. Stage versus Project Risks -- 37.5. Risk Management Across the Stages -- 37.5.1. Discovery Phase -- 37.5.2. Other Project Stages -- 37.5.3. Timing for Managing Risks -- ch. 38 People Aspects -- 38.1. Project Stakeholders -- 38.2. Stakeholders Across the Project Stages -- 38.3. Bus Trip Analogy -- 38.4. Project Team -- ch. 39 All Other Topics and Layers -- ch. 40 Introduction to Applying CAMMP["! -- 40.1. Introduction -- 40.2. Specialization -- 40.3. Project Samples -- 40.3.1. Sample 1 -- 40.3.2. Sample 2 -- 40.3.3. Sample 3 -- 40.3.4. Sample 4 -- 40.4. Closing Comments -- ch. 41 Managing per the Project's Class -- 41.1. Project Classification -- 41.2. How to Measure Size and Complexity -- 41.2.1. Size -- 41.2.2. Complexity -- 41.2.3. Summary -- 41.2.4. Scoring Model -- 41.2.5. Special Situations -- 41.3. Classification in Project Management Guides -- 41.4. How to Manage per a Given Classification -- 41.4.1. Overview -- 41.4.2. Small-Simple Projects -- 41.4.3. Medium-Moderate Projects -- 41.4.4. Large-Complex Projects -- 41.4.5. Blended Approach -- 41.5. Closing Comments -- ch. 42 Life Cycles 360° -- 42.1. Introduction -- 42.2. Product Life Cycle -- 42.2.1. Defining "Product" -- 42.2.2. Product Life Cycle -- 42.2.3. Product Life Cycle: Textbook Perspective -- 42.3. Project Life Cycle -- 42.4. Service Provider Perspective -- 42.4.1. Overview -- 42.4.2. Sample Project -- 42.4.3. How Many Stages? -- 42.4.4. Discovery Phase -- 42.4.5. Requirements Stage -- 42.4.6. Strategy Stage -- 42.4.7. Definition Stage -- 42.4.8. Implementation Stage -- 42.4.9. Operational Readiness Stage -- 42.4.10. Close Stage -- 42.5. General Observations -- 42.5.1. CAMMP["! Works for Both Perspectives -- 42.5.2. Two Projects or Two Phases? -- 42.6. Closing Comments -- ch. 43 Customizing and Adapting CAMMP["! -- 43.1. Need to Tailor CAMMP["! -- 43.2. Example to Differentiate -- 43.3. Why Customize and Adapt the Model -- 43.4. What Is Customizable and Adaptable? -- 43.5. Customizing to a Project Domain (Industry) -- 43.6. Common Concepts -- 43.7. How to Customize -- 43.7.1. Similar Projects -- 43.7.2. Different Projects -- 43.7.3. Who Will Customize -- 43.7.4. Reviewer Comment -- 43.8. Project Manager Authority -- 43.9. Story Reflecting Current Reality -- 43.10. Potential Pitfalls -- 43.11. Closing Comments -- ch.
44 Simulating CAMMP[™] for Various Projects -- 44.1. Introduction -- 44.2. Capital Investment Project -- 44.2.1. Project Life Cycle -- 44.2.2. Discovery Phase -- 44.2.3. Development Phase-Part 1 -- 44.2.4. Development Phase-Part 2 -- 44.2.5. Implementation Stage -- 44.2.6. Operational Readiness Stage -- 44.2.7. Initial Operations Stage -- 44.2.8. Close Stage -- 44.2.9. Project Success -- 44.3. Writing and Publishing a Book -- 44.3.1. Discovery Phase -- 44.3.2. Requirements Stage -- 44.3.3. Strategy Stage -- 44.3.4. Definition Stage -- 44.3.5. Implementation Stage -- 44.3.6. Operational Readiness Stage -- 44.3.7. Project Close Stage -- 44.3.8. Project Success -- 44.4. Closing Comments -- ch. 45 Closing Chapter -- 45.1. Introduction -- 45.2. Author and Basis for the Book -- 45.3. Objectives -- 45.4. New Perspective or Shifting Paradigms? -- 45.5. Bottom Line -- 45.6. Future -- 45.6.1. Asset Management -- 45.6.2. Sample Projects -- 45.6.3. OPMS -- 45.7. Author's Final Statement.
Plný text je dostupný pouze z IP adres počítačů Univerzity Tomáše Bati ve Zlíně nebo vzdáleným přístupem pro zaměstnance a studenty
Includes bibliographical references and index.
Best practices and advances in program management series