The Business Savvy Project Manager Indispensable Knowledge and Skills for Success

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ISBN: 9780071443074 | 007144307X
Cover: Hardcover
Copyright: 12/14/2005

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A well-managed project is a fundamental building block of business growth, and the project manager is the driver of that growth. The Business-Savvy Project Manager provides you with the concepts, principles, and tools you need to implement and lead projects that will consistently provide shareholders with superior return on investment.

Introduction

xiii

Permissions

xvii

PART ONE BUILDING FOUNDATIONAL KNOWLEDGE

(96)

Project Management as a Business Function

(18)

A Few Revelations as We Begin

(6)

The Landscape of Project Management Is Changing

(2)

How Expectations of Projects Are Changing

(1)

How Expectations of Project Managers Are Changing

(1)

How the Definition of Project Success Is Changing

(1)

Some Other Significant Changes

(1)

Adopting a Total Asset Life Cycle Focus

(2)

So...How Are Projects Connected to the ``Bottom Line,'' Anyway?

(5)

The Core of Business Knowledge: Finance and Accounting

(22)

Finance: The Basics

(1)

What Is Financial Management?

(1)

How Are Projects Financed?

(2)

The Weighted Average Cost of Capital

(1)

The Cash Management Cycle

(3)

Accounting: The Basics

(1)

What is GAAP?

(1)

Measuring Financial Health: The Balance Sheet

(1)

Measuring Profit: The Income Statement

(1)

Measuring the Way Money Moves: The Cash Flow Statement

(1)

Making Sense of Financial Statements by Using Ratio Analysis

(7)

Financial Accounting versus Managerial Accounting

(4)

Fundamentals of Organizational Management

(32)

What Is Organizational Management?

(1)

Historical Perspectives

(3)

Sound Organizational Management through Sound Organizational Planning

(1)

Elements of Strategic Planning

(4)

Primary Competitive Strategy

(1)

Situation Analysis

(1)

Elements of Tactical Planning

(2)

Competitive Advantage

(1)

Structural Design

(4)

Elements of Operational Planning

(4)

Overarching Linkages in Organizational Planning

(2)

Information Management Configuration

(2)

Business Process Management

(1)

The Value Chain of Business Functions

(1)

How Organizations Improve their Business Processes

(4)

Cost Management in Organizations

(22)

Organizational Budgeting and Control

(1)

The Basic Process of Budgeting

(2)

The Master Budget

(3)

Relating the Master Budget to Projects

(1)

The Responsibility Center: Concept and Practice

(1)

About Cost Accounting Systems

(4)

Fixed Costs, Variable Costs, and Mixed Costs

(1)

Costs Related to Management and Operations

(2)

Costs Related to Quality Management

(1)

Costs Related to Buying and Selling

(1)

Costs Related to Project Economics

(7)

PART TWO APPLYING SOUND BUSINESS PRACTICES AT THE ENTERPRISE LEVEL

(92)

Project Portfolio Management, Phase I: Identifying the ``Right'' Business Initiatives

(30)

About the Process of Capital Budgeting

100

(3)

Project Portfolio Management: Moving in the Direction of Business

103

(1)

The Benefits of Using a Project Portfolio Management Approach

103

(1)

Guiding Principles of the Project Portfolio Management Approach

104

(1)

The Basic Building Blocks of the Project Portfolio Management Processes

105

(2)

Project Portfolio Management: A Three-Phase Process

107

(2)

Project Portfolio Management: Step by Step

109

(2)

Phase I: Identifying, Quantifying, and Financing the Right Business Initiatives

111

(9)

The Start of Portfolio Development: Identifying Long-Range Goals

120

(2)

Identifying Quantified Business Initiatives (Strategic and Operational)

122

(1)

Establishing a Project Financing Strategy

123

(2)

How Can You Be Sure You Have a Sound Approach to Identifying the ``Right'' Initiatives?

125

(1)

The Biggest Challenge in Identifying the ``Right'' Initiatives: Knowing When to Stop

126

(3)

Project Portfolio Management, Phase II: Identifying, Categorizing, and Prioritizing Project Solutions

129

(32)

Identifying Solutions to Address Business Initiatives

129

(1)

Introduction to the Alternative Identification and Analysis Process

130

(1)

Alternative Identification and Analysis: Step by Step

130

(5)

Configuring the Portfolio Categories

135

(4)

Prioritizing Projects within Portfolio Categories: Why and How

139

(15)

An Overview of the Attribute Scoring Methodology

154

(3)

Putting It All Together: The Weighted Factor Scoring Matrix

157

(4)

Project Portfolio Management, Phase III: Selecting, Launching, and Coordinating Projects

161

(28)

The Project Listing Process: A Review

161

(3)

Selecting the Best Projects and Constructing the Final Portfolio Listing

164

(1)

Understanding the Difference between Justification, Selection, and Authorization

165

(4)

Avoiding the ``Selected, but Not Justified'' Syndrome

169

(1)

Applying Project Screening Techniques

170

(1)

Guidelines for Administering an Effective Project Prioritization Process

171

(2)

Knowing Where to ``Draw the Line: It's All about Limitations

173

(2)

Conducting a Final Portfolio Review

175

(2)

Developing a Project Launch Sequence

177

(1)

Considerations During Project Initiation

178

(2)

Conduct Post-Project (and Portfolio) Audits

180

(9)

PART THREE APPLYING SOUND BUSINESS PRACTICES AT THE PROJECT LEVEL

189

(94)

Project Economics, Part I: Foundational Principles

191

(24)

The Time Value of Money

192

(1)

Future Value and Compounding

193

(1)

Present Value and Discounting

194

(2)

Three Methods for Calculating the Time Value of Money

196

(6)

Rate of Return: The Basics

202

(4)

Discounted Cash Flow Methodology

206

(9)

Project Economics, Part II: Preparing for a Project Financial Analysis

215

(22)

The Anatomy of Project Cash Flow

215

(2)

The Foundation of Any Financial Analysis: The Cash Flow Chart

217

(1)

The Process of Identifying and Modeling the Cash Flows of a Project

218

(1)

Guidelines for Modeling Cash Flows

219

(7)

Proper Treatment of Special Cash Flow Types

226

(4)

Three Basic Project Cash Flow Models

230

(7)

Project Economics, Part III: Performing a Project Financial Analysis

237

(18)

Separating Fact from Fiction in the Project Financial Analysis Process

237

(2)

The Four Basic Financial Metrics

239

(3)

Performing a Project Financial Analysis: A Comprehensive Example

242

(4)

Calculating the Four Basic Financial Metrics

246

(4)

Putting the Financial Metrics Together: Evaluating the Investment

250

(3)

Financial Analysis in Reverse: Calculating the Maximum Justifiable Project Cost

253

(1)

Enhancing the Financial Analysis Process by Introducing Risk

254

(1)

Risk Management, Decision-Making, and Business

255

(28)

The Objectives of Risk Management and Decision-Making

258

(3)

Dealing with Risk and Uncertainty in Business Decisions

261

(1)

Risk and Uncertainty: A Quick Refresher

261

(1)

Sources of Business and Financial Uncertainty in Project Investment Decisions

262

(5)

Reducing Risk by Using Higher-Quality Information

267

(1)

Reducing Risk by Modifying Financial Analysis Process Parameters

268

(2)

Using Sensitivity Analysis as Part of the Financial Analysis Process

270

(1)

Identifying the Appropriate Variables for a Sensitivity Analysis

271

(1)

Performing a One-Dimensional Sensitivity Analysis

272

(3)

Performing a Multidimensional Sensitivity Analysis

275

(1)

Performing Sensitivity Analysis using Monte Carlo Simulation

276

(1)

Using Break Even Analysis for Business Decisions

277

(3)

Using Decision Trees in Financially Based Decision-Making

280

(3)

PART FOUR PREPARING THE BUSINESS CASE

283

(20)

Business Cases and Business Case Preparation

285

(18)

Why Use a Business Case Approach?

286

(1)

What Is a Business Case?

286

(1)

General Applications of Business Cases

287

(1)

Benefits of Using a Formal Business Case Approach

288

(1)

Conditions that Trigger a Formal Business Case Approach

288

(2)

Who Prepares the Business Case?

290

(1)

The Business Case Development Process

291

(1)

Critical Success Factors in Business Case Development

292

(6)

Qualities of a Well-Prepared Business Case

298

(2)

Recommended Business Case Structure: An Overview

300

(3)

PART FIVE APPENDIXES

303

(32)

Appendix A Guidelines for Preparing a Project Business Case

305

(20)

Appendix B Interest Tables

325

(10)

Glossary

335

(10)

Index

345

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The Business Savvy Project Manager Indispensable Knowledge and Skills for Success

Summary

Author Biography

Table of Contents

Supplemental Materials