book

Project Based Problem Solving and Decision Making

Name: Project Based Problem Solving and Decision Making
Author: Harold Kerzner
ISBN: 9781394207831

by Harold Kerzner

November 2023

Intermediate to advanced

208 pages

5h 32m

English

Wiley

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Cover
Table of Contents
Title Page
Copyright
Preface
About the Companion Website
1 Understanding the Concepts
1.0 The Necessity for Problem-Solving and Decision-Making1.1 Problems and Opportunities1.2 Research Techniques in the Basic Decision-Making Process1.3 Facts About Problem-Solving and Decision-Making1.4 Who Makes the Decision?1.5 Information Overload1.6 Getting Access to the Right Information1.7 The Lack of InformationDiscussion QuestionsReferencesNotes
2 Understanding the Project Environment and the Impact on Problem Solving
2.0 Understanding the Project Environment2.1 Project Versus Business Problem-Solving and Decision-Making2.2 Problem-Solving and Decision-Making in the Project Management Environment2.3 The Impact of Constraints on Project Problem-Solving and Decision-Making2.4 The Impact of Assumptions on Project Problem-Solving and Decision-Making2.5 Understanding the Project Environment's Complexities2.6 Selecting the Right Project Manager2.7 The Impact of the COVID-19 Pandemic on Project Management2.8 Differences Between Program and Project Problem-Solving and Decision-Making2.9 Problem-Solving in Matrix Management Organizational Structures2.10 The Impact of Methodologies on Problem-Solving2.11 The Need for Problem-Solving Procedural DocumentationDiscussion QuestionsReferencesNotes
3 Understanding the Problem
3.0 The Definition of a Problem3.1 The Time Needed to Identify a Problem3.2 Not All Problems Can Be Solved3.3 The Complexities of the Problems3.4 Techniques for Problem Identification3.5 Individual Problem-Solving Conducted in Secret3.6 Team Problem-Solving Conducted in Secret3.7 Decisions That Can Convert Failures into SuccessesDiscussion QuestionsReferencesNote
4 Data Gathering
4.0 Understanding Data Gathering4.1 Reasons for Data Gathering4.2 Data-Gathering Techniques4.3 Metrics and Early Warning Indicators4.4 Questions to Ask4.5 Establishing Structure for Data Gathering, Problem-Solving, and Decision-Making4.6 Determining the StepsDiscussion Questions

5 Meetings
5.0 Problem Analysis Characteristics5.1 Real Problems Versus Personality Problems5.2 Determining Who Should Attend the Problem-Solving Meeting5.3 Determining Who Should Attend the Decision-Making Meeting5.4 Creating a Framework for the Meeting5.5 Setting Limits on Problem-Solving and Decision-Making5.6 Identifying Boundary Conditions5.7 Understanding How People React in Meetings5.8 Working with Participants During the Meetings5.9 Leadership Techniques During Meetings5.10 Handling Problem-Solving and Decision-Making Conflicts5.11 Continuous Solutions Versus Enhancement Project Solutions5.12 Problem-Solving Versus Scope Creep5.13 Problem-Solving and Decision-Making During Crisis Projects5.14 Presenting Your Decision to the CustomerDiscussion QuestionsReferenceNotes
6 Developing Alternatives
6.0 Finding Alternatives6.1 Variables to Consider During Alternative Analyses6.2 Understanding the Features That Are Part of the Alternatives6.3 Developing Hybrid Alternatives6.4 Phantom Alternatives6.5 Tradeoffs6.6 Common Mistakes When Developing Alternatives6.7 Decision-Making for Managing Scope Changes on ProjectsDiscussion QuestionsReferenceNote
7 Problem-Solving Creativity and Innovation
7.0 The Need for Problem-Solving Creativity7.1 Creativity and Creative Thinking7.2 Creativity and Innovation Thinking7.3 Creativity, Innovation, and Value7.4 Negative Innovation7.5 Types of Innovation7.6 Problem-Solving and Decision-Making Attributes That Are Difficult to Learn7.7 Creativity RoadblocksDiscussion Questions
8 Problem-Solving Tools and Techniques
8.0 Root Cause Analysis8.1 General Principles of Root Cause Analysis8.2 Corrective Actions Using Root Cause Analysis8.3 Root Cause Analysis Techniques8.4 Brainstorming8.5 Rules for Brainstorming8.6 Critical Steps in Brainstorming8.7 Conducting the Brainstorming Session: The Process8.8 Conducting the Brainstorming Session: Evaluation8.9 Brainstorming Sessions: Nominal Group Technique8.10 Brainstorming Sessions: Group Passing Technique8.11 Brainstorming Sessions: Team Idea Mapping Method8.12 Brainstorming Sessions: Electronic Brainstorming8.13 Brainstorming Sessions: Directed Brainstorming8.14 Brainstorming Sessions: Individual Brainstorming8.15 Question Brainstorming8.16 Reasons for Brainstorming Failure8.17 Virtual Brainstorming SessionsDiscussion Questions
9 Decision-Making Concepts
9.0 Decision-Making Alternatives9.1 Decision-Making Characteristics9.2 Decision-Making Participation9.3 Understanding How Decisions Are Made9.4 Cultures and Problem Solving9.5 Routine Decision-Making9.6 Adaptive Decision-Making9.7 Innovative Decision-Making9.8 Pressured Decision-Making9.9 Judgmental Decision-Making9.10 Rational Decision-Making9.11 Certainty/Uncertainty Decision-Making9.12 Controllable/Noncontrollable Decision-Making9.13 Programmed/Nonprogrammed Decision-Making9.14 Decision-Making Meetings9.15 Decision-Making Stages9.16 Decision-Making Steps9.17 Conflicts in Decision-Making9.18 Advantages of Group Decision-Making9.19 Disadvantages of Group Decision-Making9.20 Rational Versus Intuitive Thinking9.21 Divergent Versus Convergent Thinking9.22 The Fear of Decision-Making: Mental Roadblocks9.23 Decision-Making Personal Biases9.24 The Danger of Hasty Decisions9.25 Decision-Making Styles9.26 The Autocratic Decision-Maker9.27 The Fearful Decision-Maker9.28 The Circular Decision-Maker9.29 The Democratic Decision-Maker9.30 The Self-Serving Decision-Maker9.31 Delegation of a Decision-Making Authority9.32 Choice Elements of Decision-Making9.33 Decision-Making Challenges9.34 Examples of Decision-Making ChallengesDiscussion QuestionsReferencesNotes
10 Decision-Making Tools
10.0 Decision-Making Tools in Everyday Life10.1 Use of Operations Research and Management Science Models10.2 SWOT Analysis10.3 Pareto Analysis10.4 Multiple Criteria Decision Analysis10.5 Paired Comparison Analysis10.6 Decision Trees10.7 Influence Diagrams10.8 Affinity Diagrams10.9 Game Theory10.10 Cost-Benefit Analysis10.11 Nominal Work Groups10.12 Delphi Technique10.13 Other Decision-Making Tools10.14 Artificial Intelligence10.15 Risk ManagementDiscussion QuestionsReferences
11 Predicting the Impact
11.0 Evaluating the Impact of a Decision11.1 Creating a Consequence Table11.2 Performing Impact Analysis11.3 The Time to Implement a Solution11.4 The Definitions for Project Success and Failure Are Changing11.5 Project Decision-Making and PoliticsDiscussion Questions
12 The Need for Effective or Active Listening Skills
12.0 Active Listening12.1 Active Listening Body Language and Communications12.2 Active Listening Barriers Created by the Speaker12.3 Active Listening Barriers Created by the Listener12.4 Overcoming Active Listening Barriers12.5 Techniques for Effective ListeningDiscussion Questions
13 Barriers
13.0 The Growth of Barriers13.1 Lack of Concern for the Workers Barriers13.2 Legal Barriers13.3 Project Sponsorship Barriers13.4 Cost of Implementation Barriers13.5 Culture Barriers13.6 Project Management Office (PMO) Barrier13.7 ConclusionDiscussion QuestionsReferencesNote
Appendix: Using the PMBOK® Guide
Decision-Making and the PMBOK® GuideProblem-Solving and the PMBOK® GuidePMBOK ® Guide: Integration ManagementPMBOK® Guide: Scope ManagementPMBOK® Guide: Time ManagementPMBOK® Guide: Cost ManagementPMBOK® Guide: Quality ManagementPMBOK® Guide: Human Resource ManagementPMBOK® Guide: Communications ManagementPMBOK® Guide: Risk ManagementPMBOK® Guide: Procurement ManagementPMBOK® Guide: Stakeholder Management
Further Reading
Index
End User License Agreement

Overview

PROJECT BASED PROBLEM SOLVING AND DECISION MAKING

A project manager’s guide to solving complex project issues and making strategic decisions

An everyday resource for project managers who are tasked with identifying and solving complex problems, Project Based Problem Solving and Decision Making offers valuable guidance on how to make informed decisions that move projects forward, provides project managers with expert advice for communicating clearly and effectively with team members and project stakeholders, and describes how to effectively lead project teams and empower team members to make strategic project decisions.

Written by Dr. Harold Kerzner, bestselling author and one of the leading minds in project management, Project Based Problem Solving and Decision Making includes information on:

Developing effective problem-solving and decision-making???important skills for professional project managers
Leading teams, setting and achieving goals, and making sure that projects are completed on time and within budget
Identifying and solving problems that arise during complex projects, and making informed decisions that move projects forward
Using a project-based approach: breaking the project down into smaller, manageable??chunks and tackling each one separately
Focusing on specific problems or decisions and implementing solutions tailored to the??specific needs of the project

Project Based Problem Solving and Decision Making is an essential everyday resource for professional project managers, as well as students studying project management.

Dr. Kerzner is not only a world-renowned author in project management but also serves as the Senior Executive Director at the International Institute for Learning, Inc. (IIL). To explore more about IIL’s offerings, visit www.iil.com or get in touch via email at learning@iil.com.

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