| Introduction | p. xi |
| Introduction to the Process Improvement Life Cycle | p. 1 |
| The Importance of Process Improvement | p. 2 |
| Stand Still and Go Backwards | p. 2 |
| Standish Group Chaos Report | p. 2 |
| Balancing People, Project Management Processes, and Technology | p. 8 |
| Process Improvement Versus Practice Improvement | p. 9 |
| Typical Project Improvement Practices | p. 11 |
| Project Reviews | p. 11 |
| Best Practices | p. 12 |
| Lessons Learned | p. 12 |
| Definition of the Process Improvement Life Cycle | p. 12 |
| Where Are You? | p. 13 |
| Where Do You Want To Be? | p. 14 |
| How Will You Get There? | p. 14 |
| How Well Did You Do? | p. 14 |
| Who Is Responsible for Process Improvement? | p. 15 |
| Establishing a Standard Process | p. 15 |
| Managing Best Practices and Lessons Learned | p. 15 |
| Managing Performance Data Against Standard Processes | p. 15 |
| Continuously Improving the Project Management Process | p. 16 |
| Effectively Dealing with the Obstacles | p. 16 |
| Points to Remember | p. 17 |
| References | p. 18 |
| Overview of the Project Management Maturity Model | p. 19 |
| The Software Engineering Institute Capability Maturity Model | p. 19 |
| Purpose | p. 19 |
| Structure | p. 20 |
| Application | p. 20 |
| The Project Management Maturity Model | p. 25 |
| Level 1: Initial Process | p. 25 |
| Level 2: Structured Process | p. 26 |
| Level 3: Institutionalized Process | p. 26 |
| Level 4: Managed Process | p. 26 |
| Level 5: Optimizing Process | p. 27 |
| PMBOK Knowledge Areas and Maturity Profile | p. 27 |
| Project Integration Management | p. 27 |
| Project Scope Management | p. 32 |
| Project Time Management | p. 37 |
| Project Cost Management | p. 42 |
| Project Quality Management | p. 47 |
| Project Human Resources Management | p. 50 |
| Project Communications Management | p. 54 |
| Project Risk Management | p. 58 |
| Project Procurement Management | p. 64 |
| Points to Remember | p. 70 |
| References | p. 71 |
| Assessing and Reporting Maturity Level | p. 73 |
| Overview of the Survey Questionnaire | p. 74 |
| Design of the Survey | p. 74 |
| Defining Maturity Level Penetration | p. 75 |
| Reporting the Process Maturity Baseline | p. 77 |
| Kiviatt Charts | p. 77 |
| Box & Whisker Plots | p. 82 |
| Reporting the Project/Process Maturity Gap | p. 83 |
| PP Below PD Baseline | p. 85 |
| PP at PD Baseline | p. 86 |
| PP Above PD Baseline | p. 86 |
| Maturity Profile by Knowledge Area | p. 87 |
| Process Maturity Matrix | p. 87 |
| Closing the Maturity Gap | p. 92 |
| Points to Remember | p. 94 |
| References | p. 95 |
| Metrics to Identify Project Improvement Opportunities | p. 97 |
| Project Level | p. 97 |
| Cost/Schedule Control | p. 98 |
| Milestone Trend Charts | p. 101 |
| Project Reviews | p. 106 |
| Prioritizing Improvement Opportunities | p. 107 |
| Ranking Improvement Opportunities | p. 107 |
| Points to Remember | p. 111 |
| Reference | p. 112 |
| Tools to Investigate Improvement Opportunities | p. 113 |
| Problem Solving for Continuous Improvement | p. 113 |
| Definition | p. 113 |
| Brainstorming | p. 116 |
| Fishbone Diagrams | p. 116 |
| Force Field Analysis | p. 117 |
| Pareto Diagrams | p. 118 |
| Process Charts | p. 119 |
| Root Cause Analysis | p. 120 |
| Prioritizing Processes | p. 120 |
| Scheduling Improvement Initiatives by Knowledge Area | p. 120 |
| Scheduling Improvement Initiatives in Groups | p. 122 |
| Scheduling Improvement Initiatives One at a Time | p. 122 |
| Recap | p. 125 |
| Points to Remember | p. 125 |
| Reference | p. 126 |
| Commissioning Improvement Initiatives | p. 127 |
| Characteristics of an Improvement Program | p. 127 |
| Long Duration | p. 128 |
| Multiproject Approach | p. 128 |
| Just-in-Time Planning | p. 129 |
| High Change | p. 129 |
| High Kill Rate | p. 129 |
| Characteristics of an Improvement Initiative | p. 130 |
| Short Duration | p. 130 |
| Multiphase Approach | p. 130 |
| Just-in-Time Planning | p. 131 |
| High Change | p. 131 |
| High Kill Rate | p. 132 |
| Setting Maturity Goals | p. 132 |
| Scope the Initiative | p. 133 |
| Evaluating Improvement Opportunities | p. 133 |
| High-Level Planning of the Initiative | p. 135 |
| Work Breakdown Structure | p. 136 |
| Prioritize and Schedule Approaches | p. 136 |
| Monitoring the Initiative | p. 136 |
| Define Performance Metrics | p. 136 |
| Track Performance Metric | p. 137 |
| Redirecting the Initiative | p. 137 |
| Abandonment of Approaches | p. 138 |
| Reprioritize and Reschedule Approaches | p. 138 |
| Closing the Initiative | p. 138 |
| Assess Final Performance Improvement | p. 138 |
| Reprioritize Improvement Opportunities | p. 138 |
| Points to Remember | p. 139 |
| Reference | p. 139 |
| Case Study: B. Stoveburden Trucking Company | p. 141 |
| Case Study Background | p. 142 |
| Project Overview Statement | p. 143 |
| Fishbone Diagram to Identify the Reasons Why Projects Fail | p. 145 |
| PD and PP Maturity Levels for Selected Knowledge Areas | p. 147 |
| Process Level | p. 148 |
| Scope Management Processes | p. 148 |
| HR Management Processes | p. 155 |
| Time Management | p. 158 |
| Cost Management | p. 159 |
| Results of the Improvement Programs | p. 161 |
| Points to Remember | p. 163 |
| Closing Thoughts | p. 165 |
| Implementation Challenges | p. 165 |
| Perceived Value | p. 166 |
| Cultural Fit | p. 166 |
| Sponsorship | p. 166 |
| Suggested Implementation Strategies | p. 167 |
| Major Program Initiative | p. 167 |
| Project Initiative | p. 168 |
| Slow but Steady | p. 169 |
| Points to Remember | p. 169 |
| Maturity Assessment Questionnaire | p. 171 |
| Project Integration Management | p. 171 |
| Project Scope Management Processes | p. 175 |
| Project Time Management Processes | p. 179 |
| Project Cost Management | p. 186 |
| Project Quality Management | p. 192 |
| Project Human Resources Management | p. 197 |
| Project Communications Management | p. 202 |
| Project Risk Management Processes | p. 205 |
| Project Procurement Management Processes | p. 212 |
| About the Author | p. 221 |
| Index | p. 223 |
| Table of Contents provided by Rittenhouse. All Rights Reserved. |
