Project Objectives Management: Aligning Targets, Delivering Results and Handling Unexpected Challenges

Table of Contents About the Author Preface Chapter 1: The Customer Perspective: Why Change? Project Management Success and Objectives Project Management Project Success, Success Factors, and Success Criteria Project vs. Organizational Success Project Objectives The Customer and Supplier Perspectives The Customer and Absent Supplier Perspectives The Absent Supplier Perspective Further Explored The Conventional Goal of Making Money The Project Supplier’s Problems Providing Less Than Possible or Even Insufficient Benefit Part-time Project Team Members Added Value Misalignment Between Organization and Project Regarding Continuous Improvement A Core Quadrant Analysis of Innovations A Current Reality Tree of Process Assets More Examples of Project Supplier Problems: SWOT Analysis Fewer Benefits Due to a Primary Focus on Commercial Objectives Continuous Improvement Summary Chapter 2: The Goal: Where to Change? Provide the Best Possible Benefit for the Project Supplier A Future Reality Tree of Process Assets Project and Organizational Culture Secure the Future Project Management Objectives for the Project Supplier The Typical Project Supplier Summary Chapter 3: Productive Aspects of Project Subjects: What to Change? Productive Aspects of Project Subjects Summary Chapter 4: The Supplier Perspective: How to Change? The Conventional Definition of Project Objectives The Customer vs. Supplier Perspective Deviating Project Actions Product vs. Process Focus Deviating Relationships Between Project Objectives and Organizational Benefits Customer and Supplier Goals The Customer vs. Supplier Perspectives The Supplier Perspective on Project Objectives Summary Chapter 5: Project Objectives: How to Cause Change? First Steps Toward Generic Project Objectives The Initial Three Applicable Productive Aspects of Project Subjects Supporting Principles Introduction to Generic Project Objectives Competence Customers Employees Innovation Lessons Learned Money Process Assets Resources Rules and Values Stakeholders Synergies Between the Generic Project Objectives Objectives vs. Constraints? Supplier Project Objectives by Actions Through Project Execution Summary Chapter 6: Process: How to Implement Change? The Model and Process The SPOM Process The Process Activities Organizational Definition of Generic Objectives Redefinition of Organizational Supplier Project Objectives Necessary? Project Definition of Specific Objectives Planning Objective Actions Executing Objective Actions Measurement and Control of Objective Actions Key Performance Indicators (KPIs) Fundamental Objectives Measurements and the Productivity Check Organizational Objectives Dashboard Redefinition of Project-Specific Supplier Project Objectives Necessary? Embedding Organizational Benefits Summary Chapter 7: Management: How to Integrate Change? Project Controls Existing Organizational Management Processes Integration with Project Controls Generic Project Management Methods Project Management Methods Integration with a Project Management Method Competence and Appraisal Management Senior Project Management Philosophy Summary Chapter 8: Benefits: How to Benefit from Change? Principles Give and Take Resources A Balancing Act Push/Pull Now and in the Future Balance in the Multi-Project Environment Benefits of the Method The Project Supplier That Benefits the Most from the Method Benefits from Implementing Supplier Project Objectives Management Summary