Paperback : £43.55
There is often a deep disconnect between the project team's goals and those of the organization. Senior management wants "profitable" projects, but is only able to quantify its wishes in terms of the traditional project management elements: schedule and cost. To operate smoothly, the entire organization must be driven by the single goal of project profitability. Total Project Control presents valuable enhancements to the traditional project management approach, introducing new metrics and techniques for assessing the performance and profitability of projects.
Demonstrating how to maximize the business value of a project, this book discusses new profitability-based data metrics, such as expected monetary value (EMV), expected project profit (EPP), Devaux's Index of Project Performance (DIPP), critical path drag, drag cost, and the cost of leveling with unresolved bottlenecks (CLUB). The impact of implementing these metrics can be far reaching. Not only will good management decisions, at both the project and executive levels, be supported by quantitative data, but bad decisions will become harder to justify.
This book shows how to compute and use the new metrics to rightsize staffing levels for projects, programs, and organizations. It also explains what every project manager needs to know about earned value tracking: its uses, abuses, value, distortions, and potential fixes. The book then extends these metrics into techniques for indexing, tracking, progressing, and improving the business value of projects.
See What's New in the Second Edition:
There is often a deep disconnect between the project team's goals and those of the organization. Senior management wants "profitable" projects, but is only able to quantify its wishes in terms of the traditional project management elements: schedule and cost. To operate smoothly, the entire organization must be driven by the single goal of project profitability. Total Project Control presents valuable enhancements to the traditional project management approach, introducing new metrics and techniques for assessing the performance and profitability of projects.
Demonstrating how to maximize the business value of a project, this book discusses new profitability-based data metrics, such as expected monetary value (EMV), expected project profit (EPP), Devaux's Index of Project Performance (DIPP), critical path drag, drag cost, and the cost of leveling with unresolved bottlenecks (CLUB). The impact of implementing these metrics can be far reaching. Not only will good management decisions, at both the project and executive levels, be supported by quantitative data, but bad decisions will become harder to justify.
This book shows how to compute and use the new metrics to rightsize staffing levels for projects, programs, and organizations. It also explains what every project manager needs to know about earned value tracking: its uses, abuses, value, distortions, and potential fixes. The book then extends these metrics into techniques for indexing, tracking, progressing, and improving the business value of projects.
See What's New in the Second Edition:
The Nature of a Project. An Overview of TPC Planning. Overview of Planning the Work. Planning the Scope. Developing the Work Breakdown Structure. Scheduling I – The Critical Path Method (CPM). Scheduling II – The Precedence Diagram Method (PDM). Activity-Based Resource Assignments. Resource Scheduling and Leveling. Tracking and Controlling the Project. Conclusion.
Bajan-born Steve Devaux is a project management theorist, consultant, and academic. He developed TPC, an ROI-based approach to project planning and analysis, as well as such new techniques as critical path drag and the value breakdown structure (VBS). He founded Analytic Project Management in 1992 and has consulted to industries ranging from software to aerospace. He has an M. Sc. in project management from Northeastern University and has taught graduate courses at Brandeis University, Suffolk University, and University of West Indies at Barbados.
"Stephen Devaux puts forth a manifesto for how project management
can drive profits when projects are managed and measured as
investments. Not only is Total Project Control a practitioner’s
guide, it is also an executive’s overview of how to view projects
and invest wisely for returns to the bottom line. The benefit of
how Devaux lays out the text is that a project manager can use it a
quick resource for any phase of the project without having to read
it cover to cover. The first edition of Total Project Control was a
breakthrough of insights into effective project management. The
second edition crystalizes the concept of how projects must be
considered an investment, not just a set of tasks to delivering a
product or service."
— Edward R. Equi, Senior Research Scientist at MIT"This book
provides a lot of food for thought on improving the decision making
process which drives business value from projects. Not just from an
academic standpoint, but with tools that can be implemented by the
project team. I find it to be a valuable contribution to advancing
the state of the art in project management."
— Bernard Ertl
"This is a very unique and interesting textbook for PM
practitioners. The author proposes several new metrics such as
DIPP, drag, drag cost, DRED, DPI and so on. They were developed
through real world experiences and needs. Explanations on building
WBS and calculating CPM are also very useful and practical. The
author’s view; "the project: is an investment" will lead the
readers to awareness of project values. This is very important,
since the ultimate objective of project management is to maximize
the project value."
— Tomoichi Sato, JGC Corporation
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