{"product_id":"managing-complex-projects-isbn-9780470600344","title":"Managing Complex Projects","description":"\u003cp\u003eThe application of project management techniques is considered standard practice in today's business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eManaging Complex Projects\u003c\/i\u003e delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including:  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eDealing with multiple virtual teams located around the world\u003c\/li\u003e \u003cli\u003eWorking with partners and stakeholders that may have limited project management tools and experience\u003c\/li\u003e \u003cli\u003eAdjusting to long-term projects in which the stakeholders may change\u003c\/li\u003e \u003cli\u003eManaging projects where stated goals and objectives differ among stakeholders\u003c\/li\u003e \u003c\/ul\u003e  \u003cp\u003e This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining \"hard\" skills, such as risk management and scheduling, with \"soft\" skills that focus on interpersonal communication. \u003ci\u003eManaging Complex Projects\u003c\/i\u003e serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.  Preface.  \u003c\/p\u003e\u003cp\u003eAcknowledgments.\u003c\/p\u003e \u003cp\u003eInternational Institute for Learning, Inc. (IIL).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: PROJECT MANAGEMENT FRAMEWORK.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Characteristics.\u003c\/p\u003e \u003cp\u003eThe Complexity of Defining \u003ci\u003eComplexity\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eComponents of Complex Projects.\u003c\/p\u003e \u003cp\u003eThe Triple Constraint.\u003c\/p\u003e \u003cp\u003eSecondary Success Factors.\u003c\/p\u003e \u003cp\u003eOther Success Factors.\u003c\/p\u003e \u003cp\u003eThe Modified Triple Constraint.\u003c\/p\u003e \u003cp\u003ePrioritization of Constraints.\u003c\/p\u003e \u003cp\u003eTypes of Project Resources.\u003c\/p\u003e \u003cp\u003eSkill Set.\u003c\/p\u003e \u003cp\u003eThree Critical Requirements.\u003c\/p\u003e \u003cp\u003eProblem Identification and Solution.\u003c\/p\u003e \u003cp\u003eThe \"Traditional\" Project.\u003c\/p\u003e \u003cp\u003eThe \"Nontraditional\" (Complex) Project.\u003c\/p\u003e \u003cp\u003eWhy Traditional Project Management Must Change.\u003c\/p\u003e \u003cp\u003eTraditional versus Complex Projects.\u003c\/p\u003e \u003cp\u003eThe Need for \"Value\" as a Driver.\u003c\/p\u003e \u003cp\u003eThe Benefi ts of \"Value\" as a Driver.\u003c\/p\u003e \u003cp\u003eElements of Complexity.\u003c\/p\u003e \u003cp\u003eTypes of Virtual Teams.\u003c\/p\u003e \u003cp\u003eVirtual Team Competencies.\u003c\/p\u003e \u003cp\u003eVirtual Team Myths.\u003c\/p\u003e \u003cp\u003eCustomer RFP Requirements.\u003c\/p\u003e \u003cp\u003eThe Need for Business Solution Partners.\u003c\/p\u003e \u003cp\u003e\"Engagement\" Expectations.\u003c\/p\u003e \u003cp\u003eBefore and After Engagement Project Management.\u003c\/p\u003e \u003cp\u003ePercentage of Projects Using Project Management.\u003c\/p\u003e \u003cp\u003ePossible Complex Project Outcomes.\u003c\/p\u003e \u003cp\u003eLong-Term Globalization Project Management Strategy.\u003c\/p\u003e \u003cp\u003eGlobal versus Nonglobal Companies.\u003c\/p\u003e \u003cp\u003eQuantity of Tools.\u003c\/p\u003e \u003cp\u003eProject Management Software.\u003c\/p\u003e \u003cp\u003eAreas of Best Practices.\u003c\/p\u003e \u003cp\u003eThe Collective Belief.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: INTEGRATION MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChanges in Focus.\u003c\/p\u003e \u003cp\u003eProject Sponsorship (1 of 2).\u003c\/p\u003e \u003cp\u003eProject Sponsorship (2 of 2).\u003c\/p\u003e \u003cp\u003eProject Accountability.\u003c\/p\u003e \u003cp\u003eEPM Methodologies.\u003c\/p\u003e \u003cp\u003eEnterprise Environmental Factors.\u003c\/p\u003e \u003cp\u003eOrganizational Process Assets.\u003c\/p\u003e \u003cp\u003eWeaknesses in Leadership Skills.\u003c\/p\u003e \u003cp\u003eProject's Business Case.\u003c\/p\u003e \u003cp\u003eProject Governance.\u003c\/p\u003e \u003cp\u003eProject's Assumptions.\u003c\/p\u003e \u003cp\u003eAlignment of Goals.\u003c\/p\u003e \u003cp\u003eExpert Judgment.\u003c\/p\u003e \u003cp\u003eProject Charter.\u003c\/p\u003e \u003cp\u003eProject Decision-Making.\u003c\/p\u003e \u003cp\u003eGo and No-Go Decision Points.\u003c\/p\u003e \u003cp\u003eProject Replanning.\u003c\/p\u003e \u003cp\u003eOptimism.\u003c\/p\u003e \u003cp\u003ePoor Project Performance.\u003c\/p\u003e \u003cp\u003eProject Justification.\u003c\/p\u003e \u003cp\u003eProject Plan Ownership.\u003c\/p\u003e \u003cp\u003eThe Project Plan: Summary Levels.\u003c\/p\u003e \u003cp\u003eProject Management Plan.\u003c\/p\u003e \u003cp\u003eProject Approvals.\u003c\/p\u003e \u003cp\u003eProject's Constraints.\u003c\/p\u003e \u003cp\u003eIdentification of Deliverables.\u003c\/p\u003e \u003cp\u003eChange Management.\u003c\/p\u003e \u003cp\u003eChange Control Meetings.\u003c\/p\u003e \u003cp\u003eConducting Meetings.\u003c\/p\u003e \u003cp\u003ePartnerships and Alliances.\u003c\/p\u003e \u003cp\u003eAbility to Change.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: SCOPE MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Boundaries.\u003c\/p\u003e \u003cp\u003eStakeholder Identification.\u003c\/p\u003e \u003cp\u003eRequirements Collection.\u003c\/p\u003e \u003cp\u003eChanging Product Requirements.\u003c\/p\u003e \u003cp\u003eThe Project Plan: Work Package Levels.\u003c\/p\u003e \u003cp\u003eProject’s Deliverables.\u003c\/p\u003e \u003cp\u003eWork Performance Information.\u003c\/p\u003e \u003cp\u003eVerify Scope.\u003c\/p\u003e \u003cp\u003eControl Scope.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: TIME MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Dependencies.\u003c\/p\u003e \u003cp\u003eTemplates.\u003c\/p\u003e \u003cp\u003eActivity List.\u003c\/p\u003e \u003cp\u003eProject Schedule.\u003c\/p\u003e \u003cp\u003ePurpose of Schedule.\u003c\/p\u003e \u003cp\u003eTypes of Schedules.\u003c\/p\u003e \u003cp\u003ePublished Estimating Data.\u003c\/p\u003e \u003cp\u003eProject Management Software.\u003c\/p\u003e \u003cp\u003eTop-Down versus Bottom-Up Estimating.\u003c\/p\u003e \u003cp\u003eThree-Point Estimates.\u003c\/p\u003e \u003cp\u003eDuration versus Effort.\u003c\/p\u003e \u003cp\u003e\"What-if\" Scenarios.\u003c\/p\u003e \u003cp\u003eSchedule Compression Techniques.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: COST MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Basis for Project Funding.\u003c\/p\u003e \u003cp\u003eProject Funding.\u003c\/p\u003e \u003cp\u003eMultiple Funding Sources.\u003c\/p\u003e \u003cp\u003eManagement Reserves.\u003c\/p\u003e \u003cp\u003eCost-Estimating Techniques.\u003c\/p\u003e \u003cp\u003eUse of Earned Value Measurement.\u003c\/p\u003e \u003cp\u003eForecast Reports.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: HUMAN RESOURCES MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFervent Belief.\u003c\/p\u003e \u003cp\u003eConflicts over Objectives.\u003c\/p\u003e \u003cp\u003eShifting Leadership.\u003c\/p\u003e \u003cp\u003eWage and Salary Inconsistencies.\u003c\/p\u003e \u003cp\u003eHigh Stakes.\u003c\/p\u003e \u003cp\u003eCulture.\u003c\/p\u003e \u003cp\u003eMultiple Cultures.\u003c\/p\u003e \u003cp\u003eMulticultural Teams.\u003c\/p\u003e \u003cp\u003eShifting of Key Personnel.\u003c\/p\u003e \u003cp\u003eQuantity of Resources.\u003c\/p\u003e \u003cp\u003eQuality of the Resources.\u003c\/p\u003e \u003cp\u003eAvailability of Resources.\u003c\/p\u003e \u003cp\u003eControl of the Resources.\u003c\/p\u003e \u003cp\u003eWorker Retention.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: PROCUREMENT MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMaterial\/Service Requirements.\u003c\/p\u003e \u003cp\u003eBOT\/ROT Contracts.\u003c\/p\u003e \u003cp\u003eControl of Vendors.\u003c\/p\u003e \u003cp\u003eRegulations Governing Vendor Selection.\u003c\/p\u003e \u003cp\u003eImpact of Stakeholders.\u003c\/p\u003e \u003cp\u003eAdversarial Procurement Positions.\u003c\/p\u003e \u003cp\u003eMultiple Contract Types.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: QUALITY MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"Satisficing\" Zones.\u003c\/p\u003e \u003cp\u003eDifferent Life Cycles.\u003c\/p\u003e \u003cp\u003eTechnology.\u003c\/p\u003e \u003cp\u003eCost-Benefit Analysis.\u003c\/p\u003e \u003cp\u003eNew Quality Boundaries.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: RISK MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eComplexity, Uncertainty, and Risk.\u003c\/p\u003e \u003cp\u003eRisk Management.\u003c\/p\u003e \u003cp\u003eIdentify Risks.\u003c\/p\u003e \u003cp\u003eUnequal Contingency Planning.\u003c\/p\u003e \u003cp\u003eRisk Analysis.\u003c\/p\u003e \u003cp\u003eMultiple Options Analysis.\u003c\/p\u003e \u003cp\u003eRisk Prioritization.\u003c\/p\u003e \u003cp\u003eDetermining Risk Response Strategies.\u003c\/p\u003e \u003cp\u003eMonitoring and Controlling Risk.\u003c\/p\u003e \u003cp\u003eTechnical Risks.\u003c\/p\u003e \u003cp\u003eManagement Reserve.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: COMMUNICATIONS MANAGEMENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStakeholders.\u003c\/p\u003e \u003cp\u003eStakeholder Commitment.\u003c\/p\u003e \u003cp\u003eGetting Stakeholder Agreements.\u003c\/p\u003e \u003cp\u003eStakeholder Issues and Challenges.\u003c\/p\u003e \u003cp\u003eMaking Bad Assumptions.\u003c\/p\u003e \u003cp\u003eAnother Bad Assumption.\u003c\/p\u003e \u003cp\u003eValue Creation.\u003c\/p\u003e \u003cp\u003eStakeholder Management Responsibility.\u003c\/p\u003e \u003cp\u003eChanging Views in Stakeholder Management.\u003c\/p\u003e \u003cp\u003eLife-Cycle Stakeholder Management.\u003c\/p\u003e \u003cp\u003eStakeholder Management—Macro Level.\u003c\/p\u003e \u003cp\u003eStakeholder Management versus Customer Loyalty.\u003c\/p\u003e \u003cp\u003eStakeholder Management—Micro Level.\u003c\/p\u003e \u003cp\u003eStakeholder Identification.\u003c\/p\u003e \u003cp\u003eClassification of Stakeholders.\u003c\/p\u003e \u003cp\u003eTiered Stakeholder Identification.\u003c\/p\u003e \u003cp\u003eManaging Stakeholder Expectations.\u003c\/p\u003e \u003cp\u003eManaging Stakeholder Expectations: The Design of Health Care Products.\u003c\/p\u003e \u003cp\u003ePerform Stakeholder Analysis.\u003c\/p\u003e \u003cp\u003eStakeholder Mapping.\u003c\/p\u003e \u003cp\u003eKey Stakeholders.\u003c\/p\u003e \u003cp\u003eUnimportant Stakeholders.\u003c\/p\u003e \u003cp\u003ePerform Stakeholder Engagements.\u003c\/p\u003e \u003cp\u003eDefining Key Performance Indicators (KPIs).\u003c\/p\u003e \u003cp\u003ePrioritizing Stakeholders' Needs.\u003c\/p\u003e \u003cp\u003eStakeholder Information Flow.\u003c\/p\u003e \u003cp\u003eVirtual Teams.\u003c\/p\u003e \u003cp\u003eMeasuring KPIs.\u003c\/p\u003e \u003cp\u003eReporting KPI Data.\u003c\/p\u003e \u003cp\u003eSummarized KPI Milestones.\u003c\/p\u003e \u003cp\u003eStakeholder Communications.\u003c\/p\u003e \u003cp\u003eProject Review Meetings.\u003c\/p\u003e \u003cp\u003eStakeholder Scope Change Requests.\u003c\/p\u003e \u003cp\u003eLinear Thinking.\u003c\/p\u003e \u003cp\u003eEnforcing Stakeholder Agreements.\u003c\/p\u003e \u003cp\u003eStakeholder Debriefing Sessions.\u003c\/p\u003e \u003cp\u003eSatisfaction Management Survey Factors.\u003c\/p\u003e \u003cp\u003eComplex Project Management Skills.\u003c\/p\u003e \u003cp\u003eThree Critical Factors for Successful Stakeholder Management.\u003c\/p\u003e \u003cp\u003eSuccessful Stakeholder Management.\u003c\/p\u003e \u003cp\u003eFailures in Stakeholder Management.\u003c\/p\u003e \u003cp\u003eFinal Thoughts.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eHAROLD D. KERZNER, P\u003csmall\u003eH\u003c\/small\u003eD\u003csmall\u003e, \u003c\/small\u003e\u003c\/b\u003eis Senior Executive Director at International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management; total quality management; and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed \u003ci\u003eProject Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition\u003c\/i\u003e.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eCARL BELACK, PMP,\u003c\/b\u003e is a Senior Consultant and Trainer for International Institute for Learning, Inc.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eINTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL)\u003c\/b\u003e is a global leader in training, consulting, coaching, and customized course development. IIL's core competencies include: project, program, and portfolio management; business analysis; Microsoft\u003csup\u003e®\u003c\/sup\u003e Project and Project Server; Lean Six Sigma; PRINCE2\u003csup\u003e®\u003c\/sup\u003e; ITIL\u003csup\u003e®\u003c\/sup\u003e; and leadership and interpersonal skills. IIL delivers innovative, effective, and consistent training solutions through a variety of learning approaches, including traditional classroom, virtual classroom, simulation training, and interactive, on-demand learning. IIL is a PMI\u003csup\u003e®\u003c\/sup\u003e Charter Global Registered Education Provider, a member of PMI's Corporate Council, an Accredited Training Organization for PRINCE2 and ITIL, a Microsoft Gold Certified Partner and an IIBA\u003csup\u003e®\u003c\/sup\u003e Endorsed Education Provider.  \u003c\/p\u003e\u003cp\u003eFor more information, visit \u003cb\u003ewww.iil.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eSee a listing of IIL's webinars at \u003cb\u003ewww.iil.com\/webinars\u003c\/b\u003e     \u003c\/p\u003e\u003cp\u003eThe application of project management techniques is considered standard practice in today's business environment. What is not widely known is that the learning gap separating good project management from exceptional project management is not as great as one might think—yet, the difference in the return on value can be quite significant. Many factors determine how projects are approached, such as rapid shifts in technology, a fluctuating market, changes in a business's organizational structure, and politics. As these forces add to a project's complexity and duration, project managers must develop strategies that allow them to think outside the box and create new on-the-go methodologies.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eManaging Complex Projects\u003c\/i\u003e delivers the tools necessary to take on an unpredictable economy with an adaptable battle plan proven to meet the differing needs of an ever-expanding set of partners and stakeholders involved in a project. This book shows how to solve some of the issues facing today's project manager, including:  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eDealing with multiple virtual teams located around the world\u003c\/li\u003e \u003cli\u003eWorking with partners and stakeholders that may have limited project management tools and experience\u003c\/li\u003e \u003cli\u003eAdjusting to long-term projects in which the stakeholders may change\u003c\/li\u003e \u003cli\u003eManaging projects where stated goals and objectives differ among stakeholders\u003c\/li\u003e \u003c\/ul\u003e  \u003cp\u003e This book shows how companies such as IBM, Hewlett-Packard, Microsoft, and Siemens are exploring new avenues to aid them in taking on complex projects by combining \"hard\" skills, such as risk management and scheduling, with \"soft\" skills that focus on interpersonal communication. \u003ci\u003eManaging Complex Projects\u003c\/i\u003e serves as a lifesaver for time-crunched project managers looking for new ways to maximize their efforts.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989563556069,"sku":"NP9780470600344","price":49.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470600344.jpg?v=1761784611","url":"https:\/\/k12savings.com\/es\/products\/managing-complex-projects-isbn-9780470600344","provider":"K12savings","version":"1.0","type":"link"}