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Project Management 2.0, by Harold R. Kerzner
Download Ebook Project Management 2.0, by Harold R. Kerzner
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Get connected and improve outcomes with a more modern approach to project management
Project Management 2.0 tackles the new emerging approach and toolset for practicing project management in a virtual world. Author Harold Kerzner is recognized as the thought leader in project management, and in this book, he shows how PM 2.0 offers better outcomes with a focus on new tools, better governance, improved collaboration, and more meaningful reporting using KPIs, metrics, and dashboards. This full color guide explores the impact PM 2.0 changes are having on organizations around the world, and provides a detailed comparison with PM 1.0 to help practitioners adopt new techniques and tools to use within their existing project management approach.
At its core, PM 2.0 recognizes that a new generation of workers grew up in a Web 2.0 world of web-based project management tools that allow virtual or distributed teams to work together much more closely than in the past. Advances in technology and information flow have shown that traditional project management techniques are ineffective for many of today's projects. This book offers an alternative with PM 2.0, an updated approach that aligns more closely with the modern workflow.
- Discover the new project management tools that are changing the workflow
- Learn how to improve collaboration with stakeholders
- Explore new ideas and processes for better project governance
- Achieve more meaningful information reporting with traditional tools
Project management is an integral component of successful business operations. With today's technology, teams are no longer limited by distance or time zones – so why are they being managed with approaches that are? This book provides a framework more relevant to the way people work today. For the project manager looking to increase efficiency and improve outcomes, Project Management 2.0 provides the information and tools that can make it happen.
- Sales Rank: #890888 in Books
- Published on: 2015-01-27
- Original language: English
- Number of items: 1
- Dimensions: 9.20" h x .74" w x 7.50" l, 1.70 pounds
- Binding: Paperback
- 336 pages
From the Back Cover
MASTER PROJECT MANAGEMENT FOR A VIRTUAL WORLD
In this full color guide, Project Management expert Harold Kerzner provides much needed guidance on today's changing project management mechanics, especially the growing importance of value metrics and key performance indicators. In Project Management 2.0, Kerzner explains how PM 2.0 offers better outcomes with a focus on new tools, better governance, and improved collaboration. Kerzner also compares various methodologies and examines how PM 2.0 facilitates problem solving and decision making. You'll find essential background on PM 2.0, as well as a detailed examination of web-based project management tools and how to use them.
- Improve project governance and collaboration with stakeholders
- Achieve more meaningful information reporting with KPIs, metrics, and dashboards
- Discover easier ways for teams to work together from different locations
- Gain an understanding of the project manager's role in strategic planning and portfolio management
- Implement problem-solving and decision-making processes
- Understand how to implement effective methodologies
Project Management 2.0 explains PM 2.0 tools and techniques that managers, project team members, engineers, and consultants can start using now for improved project outcomes.
About the Author
HAROLD KERZNER, MS, PHD, MBA, is Senior Executive Director for Project Management at the International Institute of Learning, Inc., a global learning solutions company offering professional training and consulting services. He has consulted for corporations worldwide, and is a recognized expert on project, program, and portfolio management; total quality management; and strategic planning.
Most helpful customer reviews
4 of 4 people found the following review helpful.
All encompassing guide without a bunch of unnecessary fluff
By Erik1988
I work in a global company of around 40,000 employees. We have a lot of people with the title and certification of "project manager" but we have very, very few who can drive projects to completion. I think one root cause of this is because traditional PM methodologies are all about documentation and tracking:
+ Charter
+ Scope
+ Schedules
+ Cost
+ Resource hour tracking
etc. . .
With all such documentation requirements (I'm not saying they don't have their place), too many PM's get caught up in "documentation-itis" and when something starts to have challenges a common response is, "Well I sent them an email," or "It was on the task list with a due date."
This book isn't exactly about "how to get it done", but the simple fact that there is chart after chart of comparison of PM 1.0 versus PM 2.0, really shows that as the business needs have changed, also methodologies and focus are finally changing.
What I further liked about this book:
+ I already mentioned comparison charts
+ Lots of good color diagrams
+ Bulleted lists, where each item could be it's own chapter, but that isn't the scope here. He gives us the list of what we need to know.
+ How the PM fits into the organization
+ How the PM can help strategic planning
+ He doesn't just cover risk as a general topic, but gets into specific of political risks too
+ Something I haven't seen in many other PM books, which is how to address being a PM on an R&D Project
The author simply asking lots of questions on a section helps move the tactically-minded person to thinking more strategically. This coupled with lots of "how project management brings value", get one's head out of the weeds of task tracking and into the mindset of driving a project from a higher level. I wish more leaders and customers who don't get the need for a PM/PMO, would read several of these sections.
My current team is a group of business and reporting analysts. We don't necessarily "do projects", but we've incorporated some Agile methodologies into our processes in order to keep our tasks organized and our communications flowing. What I like about PM 2.0, it I could take some of the "new way of doing things" and apply them to my team, so I can help develop and coach my team to learn to drive and lead decisions and meeting in order to get the job done.
OVERALL: Overall it's still has a lot methodology focus. But it's balanced more than PM 1.0 by introducing our focus more on our stakeholders and changing environment. PMBOK is not about how to do project management but mostly terminology and concepts. This gets closer to helping a PM know how to get the project complete. I'm finding it a very good read and reference book. If anything, it's 100x easier to read than the PMBOK!
2 of 2 people found the following review helpful.
Excellent for the Right User
By Freudian Slips
This is arguably the most comprehensive and thorough guide to project management available. Essentially a textbook for MBA students as well as consultants and corporate project managers, this book tackles the challenges of project management in a world that is becoming more technologically complex, virtual, interrelated yet decentralized, and constantly changing. The author begins by presenting "PM1.0" or the more traditional systems of project management. Using charts, he clearly demonstrates why the old methods no longer work and explains how the PM 2.0 system will correct flaws in the earlier system. The book then breaks down the PM 2.0 system into great detail.
The book is very well-organized (again, much like a textbook) with a clear design, clever and creative graphics, and valuable tables which provide quick visual guides for the text-based content. Most of the book uses an attractive black/gold/blue color scheme as visual dividers for the material, and occasionally full-color charts are used to highlight key concepts. One of my favorite examples is in the Project Management Methodologies section (Chapter 6), where the author presents the challenges of design freezes-- that point in a project where no further changes can be made without incurring greater costs. In a multicolor graphic he demonstrates to the reader how a $1 change at the definition stage of the project could cost $10,000 at the customer delivery phase. This relatively simple formula would be a great way for a project leader to illustrate to their team why changes need to be considered early in the process and only introduced conservatively toward the end.
And that brings me to my review heading about the "right user." This is not a text for the average person who is not directly responsible for project management at a high level. It is clearly written for a consultant, a leader of a Research & Development team, a head of marketing, or others in similar positions-- or for students studying to become leaders in those areas. If I were a high-level project manager (I manage projects but not nearly on the level as described in this book) I would use this as a means to educate my team about the key components of successful project management, and to understand what we are doing and why we are doing it. For that reason, I particularly liked Chapter 8 which focuses on the role of the project manager in transformational leadership, and provides excellent suggestions for getting buy-in from your team as well as other participants in the change process.
1 of 1 people found the following review helpful.
Project Management 2.0
By Dr Jas
This is not a book you’re likely to pick up and read cover-to-cover. But it’s one you’ll reference again and again if your career takes you into the business world. This is not just for project managers. This book provides valuable information for all roles on a project. Many people will buy it as a textbook for an upperclass or graduate-level college course in project management. If you’re one such buyer, this is a book you’ll want to hang on to for a long time. It’s much more than a textbook - it’s a reference book on how to complete projects successfully. It will also help you determine how to define the parameters of success early in the project.
The book begins by laying out how effective project management has evolved in recent years. The “old” 1.0 version focused on tracking time, cost, and scope. But that’s no longer sufficient to measure success. It used to be that if the project was trending to be on time and within budget, it was in good shape. Now, many more factors need to be considered. Many of these factors are external to the project and possibly completely out of the control of the project team. But they still can significantly impact the value of the deliverables of the project to the sponsor(s). These factors are described in detail in the book.
There is no single best way to manage projects. What this book provides is an extensive toolbox of valuable practices that can be put to use as part of a comprehensive methodology. Large enterprises will have their own Project Management organization and a well defined process that should encompass most of the concepts laid out in this book. Other companies will be able to bring in external PM resources with the required expertise. Just saunter up to the buffet and select the elements that are appropriate and valuable to the execution of the project you are about to begin. If you try to incorporate the full gamut of tools and practices in a simple project, you’ll end up with an inefficient bureaucracy. Use too few and your project is at risk of spinning out of control. The important thing is to have a documented, repeatable process in place to effectively manage your projects. This book provides the blueprint to design, build, implement, and execute that process.
Bottom line: Project Management is about managing expectations and keeping ahead of the questions and concerns that sponsors and stakeholders will have about the execution, completion and ultimate value derived from a project. This book provides all the tools you’ll need to do just that. Keep it handy because you’ll come back to it over and over again.
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