The Portable MBA in Project Management
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The Portable MBA in Project Management covers the most pressing topics in project management and features all the leading thinkers in the field. While most project management books address only the techniques for managing individual projects, The Portable MBA in Project Management widens the scope to include insights for managing project-based organizations. In doing so, this comprehensive volume will help managers combine the power of individual project successes to drive the organization to new levels of productivity and customer responsiveness. Eric Verzuh, best selling author of The Fast Forward MBA in Project Management, brings together the leading lights of project management in this volume, including Robert G. Cooper, Randall Englund, Jack Meredith and Neil Whitten. In addition to his role as editor, Verzuh draws on his own expertise to address how and why project management is a strategic strength, how to integrate project management into your enterprise, and several other topics for which he is well-known. Together they effectively address the full spectrum of the issues in project management today.
project teams to be very effective for project work. For example, when Chrysler went to a platform team for its cab-forward design, it cut the new model development time from three and a half or four years down to only two years. In addition, the number of people necessary went from 1,500 to 700. When PECO Energy attempted to refuel nuclear reactors using a departmental approach, it took 120 days. With a cross-functional team approach, PECO set a company, U.S., and world record for refueling time
Unweighted scoring models assume all criteria are of equal importance, which is almost certainly contrary to fact. 5. To the extent that profit /profitability is included as an element in the scoring model, this element has the advantages and disadvantages noted earlier for the profitability models themselves. 82 The Project Management Discipline An interesting alternative to scoring models is an iterative rating process developed by Raz.14 His method starts with a set of attributes that can be
large numbers of projects and or large councils, the more sophisticated approaches are often more helpful, particularly if used with software that automatically calculates the scores and ranks the projects. Step 3: Collect Project Data For each existing and proposed project, assemble the data appropriate to that category’s criteria. Be sure to update the data for ongoing projects and not just use the data from the previous evaluation. For cost data, use “activity based costs” rather than
the project on the firm’s competitive abilities. • Project selection models can generally be classified as either numeric or nonnumeric; numeric models are further subdivided into profitability and scoring categories. • Nonnumeric models include: (1) the sacred cow; (2) the operating necessity; (3) the competitive necessity; (4) comparative benefit; and (5) the product line extension. • Profitability models include standard forms such as: (1) payback period; (2) average rate of return; (3)
requirements increases. Essentially, reducing scope means eliminating several smaller risks (such as being over budget or behind schedule) for one large one: that the product will not succeed at all. Fixed-Phase Scheduling During the early days of a product development life cycle, it is difficult to pin down the cost, schedule, or product quality. But some projects, for very important reasons, need to complete by a specific date. When fixed-phase scheduling is employed, the project phases are