دانلود کتاب Managing Projects as Investments: Earned Value to Business Value

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Content: Redefining projects Value drivers Planning and tracking projects as investments Traditional project tracking Project success and failure Of deadlines and budgets Procrustean bed of deadlines Quantifying the triple constraint model COST side of the project investment triangle Finance departments and overhead burdens SCOPE side of the project investment triangle Product scope: Main generator of project value Project scope: A secondary generator of the project value Customer value and internal value Implications of various contract types Project investment metrics Expected project profit planning formula Expected project profit at completion formula Examples of expected project profit calculation Summary points Endnotes Of time and timing Simple example of the complexities of managing time Examples of impact of time on projects Impact of time on emergency response projects Impact of time on enabler projects Impact of time on contractual enabler projects Ignoring the cost of time Time as an externality Summary points Endnotes Tracking projects by investment value Expected value versus actual value DIPP: A formula to analyze termination of a project investment Simple DIPP: Setting the baseline for expected project profitability DIPP Progress Index (DPI): Tracking project value against baseline DIPP Case for this new approach to planning projects Summary points Endnotes Managing project time Critical path is-uh-critical! Activity identification and duration estimating Hard and soft dependencies Basics of the CPM algorithm Critical path drag Managing change Riding a changing schedule Answers and explanations A tragic example from history Summary points Endnotes Optimizing the schedule with drag and drag cost Drag cost True cost of project activities Resource elasticity and the DRED Using the DRED with true cost Cautionary note on using the DRED Assessing optimization of the CPM schedule Three-point estimating Monte Carlo systems Summary points Endnotes Combining project investment tools Step : Determine expected monetary value of the project Kindb // : PM Contents ix Step : Develop a value breakdown structure (VBS) Estimating the value-added of the training project to the immunization program Estimating the value-added of activities in the training project Step : Determine value/cost of time on the project Step : Computing drag cost of optional activities Step : Calculating net value-added of optional activities Uncertainty principle in schedule optimization Final word on the schedule optimization process Using critical path drag to recover a schedule Computing critical path drag on a schedule subset Summary points Endnotes Of resources and rightsizing How we got to this point Resource availability and project CPM schedule Resource unavailability and activity duration estimates Role of the functional manager Utilization rate metric Maintaining the resource library Working around lack of a resource library Resource leveling Time-limited resource leveling Resource-limited resource leveling The cost of leveling with unresolved bottlenecks (the CLUB) Elusive goal: Stable staffing levels for a project-driven organization Rightsizing staffing levels for a project-driven organization Summary points Fundamentals of earned value What earned value is and isn\'t Just what is earned value? Fundamental basis of earned value tracking Basic earned value cost tracking formulas Basic earned value schedule tracking Flaws in earned value schedule tracking Gaming the SPI Fixing the SPI Earned schedule tracking Tracking the DIPP through earned value How to use the DIPP to redeem projects Summary points Advanced earned value Earned value based on milestones Tracking CPI based on labor To complete performance index (TCPI) Critical ratio cost index Earned value based on milestones Combining earned value metrics with the DIPP Summary points Conclusion Appendix Glossary Index K
Abstract: \'\'Due to a lack of appreciation of the true economic identity of projects, techniques and metrics that could hugely improve project selection and performance are not being used. This book provides insights and innovative techniques drawn from more than a quarter century of experience. These techniques have the potential to transform program and project management from the current haphazard application of various techniques and metrics to an incisive and integrated approach where programs and projects are managed for the crucial economic and financial implications that are at the essence of every project investment\'\'

\'\'Preface Every project needs management for two reasons. The first is to plan and manage the tasks of a project and to coordinate getting the work done. The other is to optimize the value of a project as an investment. Managing projects as investments is the new frontier of project management. This book is focused on introducing the tools and methods for optimizing projects as investments. Texts such as my 1999 Total Project Control: A Manager\'s Guide to Integrated Project Planning, Measuring, and Tracking (Wiley) are aimed primarily at the first function of project management- managing the work--and are written for the \'\'practitioners\'\' of project management: project managers, cost account managers, activity leaders, and all project team members. This book is for both the practitioners and for anyone in a project-driven organization who has responsibility for or is affected by projects. This includes, but may not be limited to - Executives in project-driven organizations, who sense that programs and projects are investments and want to shift their focus to understanding them as investments - Sponsors/senior managers, whose limited budgets must fund projects - Business area directors, whose portfolios may include multiple projects - Program managers, whose responsibilities usually include generating value from a coordinated implementation of related project and nonproject efforts\'\'