Zwikael / Smyrk Project Management

A Benefit Realisation Approach
1. Auflage 2019
ISBN: 978-3-030-03174-9
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 341 Seiten

This book is a complete project management toolkit for project leaders in business, research and industry.Projects are approved and financed to generate benefits. Project Management: A Benefit Realisation Approach proposes a complete framework that supports this objective - from project selection and definition, through execution, and beyond implementation of deliverables until benefits are secured. The book is the first to explain the creation of organisational value by suggesting a complete, internally-consistent and theoretically rigorous benefit-focused project management methodology, supported with an analytical technique: benefit engineering. Benefit engineering offers a practical approach to the design and maintenance of an organisation's project portfolio. Building upon the authors' earlier successful book, Project Management for the Creation of Organisational Value, this comprehensively revised and expanded new book contains the addition of new chapters on project realisation. The book offers a rigorous explanation of how benefits emerge from a project. This approach is developed and strengthened - resulting in a completely client-oriented view of a project.Senior executives, practitioners, students and academics will find in this book a comprehensive guide to the conduct of projects, which includes robust models, a set of consistent principles, an integrated glossary, enabling tools, illustrative examples and case studies.


Dr Zwikael is an Associate Professor in the College of Business and Economics at the Australian National University. The recipient of the International Project Management Association's Research Award, Dr Zwikael is the author of three books and more than 200 scholarly peer-reviewed papers published in leading journals. In addition, he has been awarded multiple research awards by the Academy of Management, British Academy of Management, Emerald and the Australian Institute of Project Management. Dr Zwikael has experience in exercising major leadership roles such as Associate Dean, Head of School, Associate Editor of the top project management journal (International Journal of Project Management) and an Executive Board member of three Project Management Institute (PMI) international chapters.

John Smyrk is a graduate of Monash University, holding an Honours degree in Economics (with a specialisation in Econometrics) and Masters in Economics (with a specialisation in Operations Research). He designed, developed and delivered post graduate courses in project management at a number of universities. He has spent years working in various industries, such as steel-making, infrastructure, heavy engineering, chemicals and industrial instrumentation. He has consulted to the public and private sectors, specialising in in project management, with clients in manufacturing, finance, transport and government. He is currently a private consultant in project management. With Dr Zwikael, he participates in an ongoing research program directed at the assembly of comprehensive, reliable and rigorous theoretical foundations for the discipline of project management.  

Autoren/Hrsg.

Zwikael, Ofer

Smyrk, John R.

Inhaltsverzeichnis

1;Foreword;6
2;Preface;8
3;Contents;9
4;About the Authors;16
5;Projects: A Conceptual Framework;17
6;1 What Roles Do Projects Serve in Business?;18
6.1;1.1 The Nature of Projects;18
6.1.1;1.1.1 The Strategic Triggers for Projects;18
6.1.2;1.1.2 Implementing Strategy Through Projects;19
6.2;1.2 Trends in Today’s Project Environments;21
6.3;1.3 Current Challenges for Business in Project Management;23
6.4;1.4 Issues with Current Project Management Methodologies;25
7;2 A Theoretical Framework for Projects;29
7.1;2.1 Projects as a Class of Process;29
7.2;2.2 The Input-Process-Output (IPO) Model;31
7.3;2.3 Project Outputs;33
7.3.1;2.3.1 Forms of Outputs;33
7.3.2;2.3.2 The Concept of an Operand;35
7.4;2.4 Project Outcomes;36
7.4.1;2.4.1 Outputs Versus Outcomes;36
7.4.2;2.4.2 Key Categories of Outcomes;37
7.4.3;2.4.3 Benefits and Outcomes;40
7.4.4;2.4.4 The 2NY Map for Target Outcome Definition;41
7.4.5;2.4.5 Baselining;46
7.4.6;2.4.6 Naming Target Outcomes;47
7.5;2.5 The Input-Transform-Outcome (ITO) Model;47
7.5.1;2.5.1 The Anatomy of the ITO Model;48
7.5.2;2.5.2 Accountability in the ITO Model;51
7.5.3;2.5.3 The Nature of Utilisation;52
7.5.4;2.5.4 The Impact of Projects on Operational Processes;54
8;3 The Structure of a Project;58
8.1;3.1 Project Global Phases;58
8.1.1;3.1.1 Project Initiation;59
8.1.2;3.1.2 Project Planning;61
8.1.3;3.1.3 Project Execution;61
8.1.4;3.1.4 Outcomes Realisation;62
8.1.5;3.1.5 Global Phases and Accountabilities;62
8.1.6;3.1.6 Staged Projects;63
8.2;3.2 The Elements of Project Management;65
8.3;3.3 The Layers of Work in a Project;67
8.3.1;3.3.1 Above- and Below-the-Line Work;67
8.3.2;3.3.2 A Project’s Baseline Documents;69
9;4 Project and Programme Governance;70
9.1;4.1 Project Governance;70
9.1.1;4.1.1 Overview of Project Governance;70
9.1.2;4.1.2 Principles of Project Governance;71
9.1.3;4.1.3 Project Governance and the Funder;75
9.1.4;4.1.4 The Involvement of Key Players in a Project;75
9.1.5;4.1.5 The Structure of the Project Governance Model;77
9.1.6;4.1.6 Designing a Project Governance Model;79
9.1.7;4.1.7 Project Governance in an Organisational Context;82
9.1.8;4.1.8 Project Governance Resourcing Issues;83
9.1.9;4.1.9 Projects and Contractors;85
9.1.10;4.1.10 Project Governance and Above-the-Line Resourcing;86
9.1.11;4.1.11 The Operation of the Project Governance Model;86
9.1.12;4.1.12 Managing the Project Governance Model;88
9.1.13;4.1.13 Project Governance and Professional Development;88
9.1.14;4.1.14 The Project Management Office (PMO);89
9.2;4.2 Programme Governance;91
9.2.1;4.2.1 The Conditions Under Which Projects Should Be Coordinated;91
9.2.2;4.2.2 Alternative Models for Coordinated Projects;93
10;5 Stakeholder Management;97
10.1;5.1 Project Stakeholders;97
10.1.1;5.1.1 The Nature of a Stakeholding;98
10.1.2;5.1.2 Spontaneous Versus Commissioned Stakeholders;100
10.1.3;5.1.3 Three Critical Characteristics of Spontaneous Stakeholders;103
10.2;5.2 The Stakeholder Management Process;104
10.2.1;5.2.1 Stakeholder Identification;105
10.2.2;5.2.2 Stakeholder Analysis;105
10.2.3;5.2.3 Stakeholder Engagement Programme Formulation;107
10.2.4;5.2.4 Deriving a Stakeholder Communications Strategy from the Stakeholder Register;109
10.2.5;5.2.5 Engagement Programme Implementation;109
10.2.6;5.2.6 Stakeholder Engagement Monitoring and Control;110
10.3;5.3 Stakeholder Management Tools;111
10.3.1;5.3.1 The Stakeholder Register;111
10.3.2;5.3.2 The Stakeholder Report;114
11;6 Risk and Issues Management;115
11.1;6.1 Risk Versus Issues;115
11.2;6.2 The Nature of Risk;116
11.2.1;6.2.1 Risk and Uncertainty;116
11.2.2;6.2.2 Downside Versus Upside Risk;117
11.2.3;6.2.3 The Event-Impact Model of Risk;118
11.3;6.3 The Risk Management Process;121
11.3.1;6.3.1 Managing Threats;122
11.3.2;6.3.2 The Risk Control Process;126
11.4;6.4 Risk Management Tools;127
11.4.1;6.4.1 The Risk Register;127
11.4.2;6.4.2 The Risk Report;129
11.5;6.5 Issues and Their Management;129
11.5.1;6.5.1 The Nature of Issues;129
11.5.2;6.5.2 Above-the-Line Versus Below-the-Line Issues;132
11.5.3;6.5.3 The Issues Management Process;132
11.5.4;6.5.4 Issues Management Tools;134
12;7 Project Attractiveness;137
12.1;7.1 Project Worth;137
12.1.1;7.1.1 The Analysis of Project-Related Costs;138
12.1.2;7.1.2 Project Worth: Incommensurate Units of Measurement;140
12.1.3;7.1.3 Accommodating Both Monetary and Non-monetary Worth Values;142
12.1.4;7.1.4 Evaluating a Project’s Worth and Return;144
12.2;7.2 Project Riskiness;148
12.2.1;7.2.1 The Statistical Distribution of a Threat’s Damage;148
12.2.2;7.2.2 The Uncertainty of Damage from a Project Threat;149
12.2.3;7.2.3 Calculating a Project’s Riskiness;151
12.3;7.3 The Project Attractiveness Map;154
12.3.1;7.3.1 The Dimensions of the Project Attractiveness Map;154
12.3.2;7.3.2 Calculating the Expected Return of a Project;156
12.3.3;7.3.3 The Effect of Risk Mitigation on Project Attractiveness;157
12.4;7.4 A Project Portfolio;161
12.4.1;7.4.1 The Project Portfolio Selection Problem;161
12.4.2;7.4.2 Strategy Implementation Through Project Portfolio Selection;162
13;8 Project Success;164
13.1;8.1 The Three-Layered Model of Project Success;164
13.2;8.2 Judging Success;166
13.2.1;8.2.1 The Nature of a Success Test;166
13.2.2;8.2.2 Absolute Versus Trade-Off Tests of Success;167
13.2.3;8.2.3 Assessment;168
13.2.4;8.2.4 The Project Investment Paradox;169
13.2.5;8.2.5 Regression Testing;170
13.2.6;8.2.6 Which Version of the Performance Evaluation Parameters Should Be Used in Regression Testing?;171
13.3;8.3 Project Management Success;171
13.3.1;8.3.1 The “Iron Triangle”;171
13.3.2;8.3.2 The “Steel Tetrahedron”;173
13.3.3;8.3.3 Judging Project Management Success;175
13.3.4;8.3.4 Project Management Success Rates in Practice;176
13.4;8.4 Project Ownership Success;178
13.4.1;8.4.1 Judging Project Ownership Success;179
13.4.2;8.4.2 Using the Project Attractiveness Map in the Test of Project Ownership Success;179
13.4.3;8.4.3 Project Ownership Success Rates in Practice;180
13.5;8.5 Project Investment Success;181
13.5.1;8.5.1 Judging Project Investment Success;181
13.5.2;8.5.2 Using the Project Attractiveness Map in the Test of Project Investment Success;182
13.5.3;8.5.3 Qualifying Judgements About Investment Success;185
13.6;8.6 Comparing the Three Tests of Success;185
13.6.1;8.6.1 Variables Used in the Different Tests;185
13.6.2;8.6.2 Valid Combinations of Judgements About Project Success;187
13.7;8.7 Critical Success Processes (CSP);189
13.7.1;8.7.1 Critical Success Factors (CSF);189
13.7.2;8.7.2 The Need for an Alternative Critical Approach;190
13.7.3;8.7.3 The Critical Success Processes (CSP) Model;191
13.8;8.8 Tests of Success as Special Case of the Three-Layered Model;194
14;Leading a Project;197
15;9 Initiating a Project;198
15.1;9.1 Overview of Initiation;198
15.1.1;9.1.1 Initiation in Outline;198
15.1.2;9.1.2 Key Players in Initiation;200
15.1.3;9.1.3 Key Issues in Initiation;200
15.1.4;9.1.4 The Relationship Between Initiation and Planning;201
15.2;9.2 Project Identification;203
15.3;9.3 Project Definition;205
15.3.1;9.3.1 A Project Is Scoped at Two Levels;206
15.3.2;9.3.2 Overview of the Definition Activity;206
15.3.3;9.3.3 Setting the Scope of a Project;209
15.3.4;9.3.4 Defining Target Outcomes;213
15.3.5;9.3.5 The Project Scoping Toolset;214
15.3.6;9.3.6 Defining Committed Outputs;218
15.3.7;9.3.7 Setting Boundaries for Project Scope;220
15.3.8;9.3.8 Target Outcome Baselining;220
15.4;9.4 Project Analysis;221
15.4.1;9.4.1 Overview of Analysis;221
15.4.2;9.4.2 Estimating the Duration of Project Execution;222
15.4.3;9.4.3 Estimating the Cost of Project Execution;224
15.4.4;9.4.4 The Project Budget and Cashflow Planning;225
15.4.5;9.4.5 Assembling and Maintaining the Registers During Initiation;227
15.4.6;9.4.6 Assembling a Project Communications Strategy;227
15.4.7;9.4.7 Assembling a Project Governance Model;229
15.5;9.5 Assembling the Business Case;230
15.5.1;9.5.1 Overview;230
15.5.2;9.5.2 Packaging the Business Case;230
15.5.3;9.5.3 A Template for a Business Case;230
15.5.4;9.5.4 The Structure of the Business Case;232
15.5.5;9.5.5 The Impact of Planning on the Business Case;236
15.5.6;9.5.6 Appraising the Business Case;237
16;10 Planning a Project;239
16.1;10.1 Overview of Planning;239
16.1.1;10.1.1 Planning in Outline;240
16.1.2;10.1.2 The Role of the Project Plan;242
16.1.3;10.1.3 Key Players in Planning;242
16.1.4;10.1.4 Key Issues in Planning;242
16.2;10.2 Analysing the Work Involved in Execution;243
16.2.1;10.2.1 The Work Breakdown Structure (WBS);243
16.2.2;10.2.2 Hierarchical Decomposition;244
16.2.3;10.2.3 Developing a WBS for the Homestead Restoration Project;246
16.3;10.3 Developing a Schedule;247
16.3.1;10.3.1 The Gantt Chart;247
16.3.2;10.3.2 Deriving Estimates for Durations;249
16.3.3;10.3.3 The Schedule of Milestones;250
16.3.4;10.3.4 Identifying and Managing Time Infeasibility;251
16.4;10.4 Resource Planning;252
16.4.1;10.4.1 Overview;252
16.4.2;10.4.2 The Pattern of Planned Expenditure During Project Execution;253
16.4.3;10.4.3 The Relationship Between a Project’s Cost and Its Duration;254
16.5;10.5 Project Resourcing;256
16.5.1;10.5.1 Internal Resource Deployment Plan;257
16.5.2;10.5.2 External Resource Acquisition Plan;258
16.5.3;10.5.3 Costing and Budgeting for the Project;258
16.5.4;10.5.4 Identifying and Managing Cost Infeasibility;259
16.6;10.6 Packaging and Approving the Project Plan;261
16.6.1;10.6.1 A Template for a Project Plan;261
16.6.2;10.6.2 Gauging the Quality of the Project Plan;265
17;11 Executing a Project;267
17.1;11.1 Overview of Execution;267
17.2;11.2 The Project Execution Management Cycle;269
17.2.1;11.2.1 Project Environment Surveillance (PES);269
17.2.2;11.2.2 Project Execution Control (PEC);271
17.2.3;11.2.3 Project Baseline Revision;273
17.3;11.3 The Project Governance Model;274
17.3.1;11.3.1 The Project Manager;274
17.3.2;11.3.2 The Project Owner;275
17.3.3;11.3.3 The Steering Committee;275
17.3.4;11.3.4 Reference Groups, Advisers and Counsellors;277
17.4;11.4 The Forums for Project Execution Management;277
17.4.1;11.4.1 A Stylised Reporting Package;277
17.4.2;11.4.2 A Stylised Agenda;279
17.5;11.5 Outputs Closeout;280
18;12 Realising Outcomes from Projects;282
18.1;12.1 The Context for Outcomes Realisation;282
18.1.1;12.1.1 An Overview of Outcomes Realisation;282
18.1.2;12.1.2 The Duration of Outcomes Realisation;283
18.1.3;12.1.3 Roles and Responsibilities During Outcomes Realisation;284
18.2;12.2 Facilitating Outcomes Realisation;284
18.2.1;12.2.1 The Downstream Process Improvement Cycle;284
18.2.2;12.2.2 The Role of IUMs in the Process Improvement Cycle;285
18.2.3;12.2.3 Closing the Project;285
18.3;12.3 Outcomes Closeout;285
18.3.1;12.3.1 The Closeout Process;286
18.3.2;12.3.2 Project Performance Areas;286
18.3.3;12.3.3 Preparing for a Closeout Workshop;287
18.3.4;12.3.4 The Closeout Report;288
19;Appendix A An Integrated Glossary of Project Management Terms and Definitions;291
20;Appendix B Project Governance: Role Definitions;314
20.1;B.1 Steering Committee;314
20.1.1;B.2 Project Owner;316
20.1.2;B.3 Project Manager;318
20.1.3;B.4 Project Administrator;319
20.1.4;B.5 Project Control Group;320
20.1.5;B.6 Project Team;322
20.1.6;B.7 Reference Groups and Advisers;323
20.1.7;B.8 Project Assurance Counsellors;325
20.1.8;B.9 Probity Counsellor;326
21;Appendix C Questions for Future Research;328
21.1;C.1 Research Questions on Project Success;328
21.2;C.2 Research Questions on Project Outcomes;329
21.3;C.3 Research Questions on Operations Management;330
21.4;C.4 Research Questions on Project Governance;330
21.5;C.5 Research Questions on Project Scoping;331
21.6;C.6 Research Questions on Project Planning;331
21.7;C.7 Research Questions on Risk;332
22;Appendix D Reference List;333
23;Index;337