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Managing Projects for Value

Book Description

With a clear focus on how business objectives determine project value, this book explains how to use an "investment-based" perspective to integrate finance, risk management and strategic planning. You'll develop workflows that overcome constraints of time, cost and scheduling as you benefit from new tools that relate processes directly to business goals: the project balance sheet and the time-centric earned value system. In addition, a new goal decomposition methodology gives you the best chance of getting projects started - and getting them accomplished successfully. 

Table of Contents

  1. Preface
  2. Acknowledgments
  3. CHAPTER 1   Understanding Project Value
    1. Concepts in Managing Projects for Value
      1. Concept 1: Projects Derive Their Value from Goal Achievement
      2. Concept 2: Projects Are Investments Made by Management
      3. Concept 3: Project Investors/Sponsors Tolerate Risk
      4. Concept 4: The Investment Equation Becomes the Project Equation
      5. Concept 5: Value Is a Balance of Quality, Resources, and Risk
    2. Dimensions and Measures of Value
      1. Quality Dimensions of Value
      2. Consumers Value the Outcomes of Processes
    3. Monetary Measures of Value
      1. Net Present Value
      2. Economic Value Add
      3. Expected Monetary Value
      4. Expected Value
  4. CHAPTER 2   The Sources of Value for Projects
    1. Strategy Is the Journey to Goals
      1. The Need for Change Drives Goal Setting
      2. Change As a Consequence of Opportunity
    2. Six Steps in Strategic Planning from Opportunity to Projects
      1. A Model for Goal Deployment and Strategic Planning
      2. Step 1: Opportunity Identification
      3. Step 2: Goal Development
      4. Step 3: Strategy Development
      5. Step 4: Concept of Operations
      6. Step 5: Operating Programs
      7. Step 6: Project Identification
  5. CHAPTER 3   Balancing investment, Returns, and Risk
    1. Selecting Projects for Investment
      1. Financial Scorecard
      2. Goals Scorecard
      3. Measurable Criteria for Value Decisions
      4. Decision Policy for Selecting Projects
      5. Decision Tools for Selecting Projects
    2. Understanding the Project Balance Sheet: Implementing the Project Equation
      1. The Project Balance Sheet Concept
      2. The Left Side of the Project Balance Sheet
      3. The Right Side of the Project Balance Sheet
      4. Resolving Balance Sheet Issues
      5. The Project Equation and the Project Manager’s Mission
  6. CHAPTER 4   Estimating the Future
    1. Scoping the Future
      1. The Project Charter and Business Case
      2. Requirements Translation
    2. Planning the Delivery of Value
      1. Choosing between Implementation Alternatives
      2. Decision Tables for Implementation Alternatives
      3. Triple Constraint Estimates on the Balance Sheet
      4. Gap Analysis
    3. Evaluating Risks on the Project Balance Sheet
      1. Risk Evaluation
      2. Statistical Distribution for the Project Balance Sheet
  7. CHAPTER 5   Delivering Value
    1. Earned Value
    2. Accomplishing Project Tasks to Earn Value
    3. Cost-Centric Earned Value Systems
      1. Defining the Work to Be Accomplished
      2. Defining Earned Value Measurements
      3. Applying Earned Value Measurements
      4. A More Complex Earned Value Example
      5. Practical Problems
    4. Time-Centric Earned Value Systems
      1. Defining the Work
      2. Measurements of Value
      3. Applying the Measurements
  8. CHAPTER 6   Schedule Risk and Value Attainment
    1. Managing Schedule Risk
      1. Schedule Fundamentals
      2. Schedule Primitives
      3. Schedule Architecture
    2. Attaining Value and Managing Benefits
      1. The Benefits Manager
      2. Sources of Benefits
      3. Benefits Metrics
      4. Example of Benefits Management
      5. Key Performance Indicators
      6. Example of KPI Management
  9. Bibliography
  10. Index