Crawford / Cabanis-Brewin Optimizing Human Capital with a Strategic Project Office

Select, Train, Measure,and Reward People for Organization Success
Erscheinungsjahr 2010
ISBN: 978-1-4200-3107-2
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 408 Seiten

Reihe: PM Solutions Research

Optimizing Human Capital with a Strategic Project Office explores the SPO’s potential to transform an enterprise by making the most of people within an organization. This volume provides an exhaustive review of topics such as the hiring, retention, measurement, training, and professional development of knowledge workers in project management. This book’s chapters summarize the latest thinking regarding these issues and offer a model of how the best aspirations of workers can become reality through the medium of the SPO. The authors explore the best practices of project-savvy organizations and offer detailed information on proven models for assessing and developing competency, building inspired teams, and creating a working environment in which motivation thrives. The book includes a set of model role descriptions for staffing the project office--on a divisional or enterprise level--based on original research by the authors. The book opens by focusing on the business case for reorganizing companies around the managing-by-projects model, the roles of executives in implementing project management change initiatives, and the nuts-and-bolts topics of project personnel management, such as competency, recruiting, and rewards. The final section reviews current developments and trends, identifying the “people management” issues that generate the greatest organizational changes. Appendices provide examples of tools for establishing project-friendly HR practices under the auspices of a Strategic Project Office.

Zielgruppe

Project managers, HR managers, and IT managers.

Autoren/Hrsg.

Crawford, J. Kent

Cabanis-Brewin, Jeannette

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management
• Mathematik | Informatik EDV | Informatik Computerkommunikation & -vernetzung Netzwerkmanagement
• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

SECTION I: THE NEW PROJECT MANAGEMENT

The Strategic Project Office: A Catalyst for

Organizational Change

Failure: Wake-Up Call and Teacher

Integrating Strategy and Action: Managing the Project Portfolio

People on Projects: A New Look at Project Roles and

Responsibilities

Why Is This So Important?

The Executive Role

SECTION II: MANAGING PEOPLE AS THOUGH

PROJECTS REALLY MATTER: BEST PRACTICES

FOR CAPITALIZING ON PROJECT PERSONNEL The Right Stuff: Competency-Based Employment

What Is Competence?

Assessing Competence

Developing Competence Why Project Managers Fail … and How to Help Them

Succeed

Project Manager and Team Member Competencies

What Does a Project Manager Do?

The Emergence of the Project Planner Role

Other Roles and Their Areas of Competence The Turnover Solution

Recruitment and Retention Practices for the Project-Based Company

Recruitment

Retention

Culture

Graceful Exits

The Care and Feeding of Project Management

Personnel

Career Pathing and Professional Development

Professional Development: Training, Coaching, and Mentoring

Performance Management on Projects: More Carrot,

Less Stick

What Is Wrong with Performance Management?

Best-Practice Performance Management

Aligning Individual and Organizational Performance

SECTION III: THE FUTURE — WHAT IS NEXT

FOR PROJECTS AND PEOPLE?

On the Horizon: New Organizational Themes

and Structures

New Themes in Project Management Staffing

Beyond the Team: Community of Practice

Outsourcing: Project Management Expertise as a Commodity

New Opportunities and Visibility for Project Managers SECTION IV: APPENDICES

Sample Role Descriptions for Project Office

Personnel and Other Project-Management-Related Positions Excerpt from Project Management Maturity Model Sample Career Path Sample Questions from Knowledge Assessment Instrument

Sample Questions from Multi-Rater Project Manager Competency Evaluation Sample Questions from the Caliper Profile

PM Solutions Career Planning and Development Program Artifacts Value of Project Management Training Research Study Results Project Manager Support Survey Project Management Mentor’s Competency Scorecard

PM Coaching Guidelines: Assisting Project Managers

and Their Projects Project Management Performance Appraisal Form Service Level Agreement Tips for Better Outsourcing Relationships