Validating A Best Practice
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Validating a Best Practice
Sharing Best Practices across industries and functions is an accepted approach to continuous improvement. The Benchmarking trend of the 1990s has evolved with the help of competitive analysis, performance excellence awards, and other corporate recognition programs into an ongoing documentation of what works. Bob Camp introduced benchmarking against a Best Practice based on his work at Xerox in the 1980s. Case studies abound documenting Best Practice functions and processes. Some case studies use the words “Best Practice” without evidence that the process, results, or methods are, indeed, superior. What is missing is a comprehensive model for assessing and writing a Best Practice that provides sufficient information to use as an effective benchmark. This book provides that comprehensive model. Today’s consumers expect products and services to be of high quality, reliable, and user-friendly. This is the result of years of continuous improvement and innovation by producers. Although many organizations strive for excellent results, there is still room for improvement. Unfortunately, leaders don’t always have methods and tools to measure or assess that degree of excellence. If leaders could use a tool to discover how good their approaches and methods are, and how excellent their achieved results are, they could plan further improvements. The goal is to achieve excellent results. The tool described in this book guides leaders to achieve that excellence.
Project Management Best Practices: Achieving Global Excellence
The comprehensive guide to project management implementation, updated with the latest in the field Project management has spread beyond the IT world to become a critical part of business in every sphere; built on efficiency, analysis, and codified practice, professional project management leads to the sort of reproducible results and reliable processes that make a business successful. Project Management Best Practices provides implementation guidance for every phase of a project, based on the real-world methodologies from leading companies around the globe. Updated to align with the industry’s latest best practices, this new Fourth Edition includes new discussion on Agile and Scrum, tradeoffs and constraints, Portfolio PMO tools, and much more. Get up-to-date information on the latest best practices that add value at every level of an organization Gain insight from more than 50 project managers at world-class organizations including Airbus, Heineken, RTA, IBM, Hewlett-Packard, Sony, Cisco, Nokia, and more Delve deeper into implementation guidance for Agile, Scrum, and Six Sigma Explore more efficient methodologies, training, measurement, and metrics that boost organization-wide performance Adopt new approaches to culture and behavioral excellence, including conflict resolution, situational leadership, proactive management, staffing, and more Ideal for both college and corporate training, this book is accompanied by an Instructor’s Manual and PowerPoint lecture slides that bring project management concepts right into the classroom. As the field continues to grow and evolve, it becomes increasingly important to stay current with new and established practices; this book provides comprehensive guidance on every aspect of project management, with invaluable real-world insight from leaders in the field.
Using the Project Management Maturity Model
The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner—updated and expanded Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK® Guide—Sixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum. Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm’s growth using PM 2.0 and PM 3.0. Features customizable maturity model assessment tools for organizations of all sizes Includes assessment questions updated to line up with PMBOK® Guide—6th Edition Offers detailed guidance on applying the maturity model for Agile and Scrum Includes PowerPoint decks to aid in teaching the maturity model Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management.