Lessons In Project Management

"Readers can benefit from the expertise of Mel Bost as both a project manager and a PMO practitioner. Kudos to him for bringing us this valuable perspective on lessons learned." —Mark Price Perry, Founder, BOT International and author of Business Driven Project Portfolio Management "Every project —by definition —produces a valuable outcome, whether it be a bridge, an app, or a new service.? But what author Mel Bost points out so well in this book, is that projects also yield something perhaps even more valuable: lessons learned, enabling an enterprise to execute projects sustainably better, with sustained benefits realization.? With a flair for storytelling, Bost uses case studies, templates, and examples from his vast and varied PM and PMO experience to make this book a valuable read for any project manager who wants to consistently master the art and science of project management."?—Rich Maltzman, co-author of the Cleland Award-Winning Green Project Management as well as Bridging the PM Competency Gap Project Management Lessons Learned: A Continuous Process Improvement Framework is intended for project managers, PMO professionals, and students of project management who wish to apply performance-based feedback to their process and project improvements. This feedback is the basis for modern process control theory, which is playing a greater and greater role in process design. Readers can apply the Process Feedback Framework, as well as lesson learned from the book’s case studies, to meet challenges that arise now and in the future. Special focus is given to technology development in projects and sustainability implications of process design. The book emphasizes rationale for a robust project risk management program which capitalizes on lessons learned. PMO leaders can use the organizational dynamics and systems archetypes applications presented in the book to define project policy standards and procedures to align PMO behaviors with performance objectives. as both a project manager and a PMO practitioner. Kudos to him for bringing us this valuable perspective on lessons learned." —Mark Price Perry, Founder, BOT International and author of Business Driven Project Portfolio Management "Every project —by definition —produces a valuable outcome, whether it be a bridge, an app, or a new service.? But what author Mel Bost points out so well in this book, is that projects also yield something perhaps even more valuable: lessons learned, enabling an enterprise to execute projects sustainably better, with sustained benefits realization.? With a flair for storytelling, Bost uses case studies, templates, and examples from his vast and varied PM and PMO experience to make this book a valuable read for any project manager who wants to consistently master the art and science of project management."?—Rich Maltzman, co-author of the Cleland Award-Winning Green Project Management as well as Bridging the PM Competency Gap Project Management Lessons Learned: A Continuous Process Improvement Framework is intended for project managers, PMO professionals, and students of project management who wish to apply performance-based feedback to their process and project improvements. This feedback is the basis for modern process control theory, which is playing a greater and greater role in process design. Readers can apply the Process Feedback Framework, as well as lesson learned from the book’s case studies, to meet challenges that arise now and in the future. Special focus is given to technology development in projects and sustainability implications of process design. The book emphasizes rationale for a robust project risk management program which capitalizes on lessons learned. PMO leaders can use the organizational dynamics and systems archetypes applications presented in the book to define project policy standards and procedures to align PMO behaviors with performance objectives.

"This is the project management book I've been waiting a decade for! . . . The new world is the Project World, and this book gloriously shows the way."-Tom Peters How to get beyond the formulas and succeed in real-world project management Project Management Success Stories begins where most books on project management leave off-with the real-world experiences of professional project managers working without a net. From these stories and the lessons they teach, project managers emerge not as bureaucrats or technicians clinging to rules and formulas but as champions who challenge the status quo, set goals that extend the limits of their teams' capabilities, rely more on judgment and intuition than calculation, and are not afraid to take risks when necessary. Based on a comprehensive, NASA-sponsored research project, this practical guide takes readers beyond textbook management systems and articulates the field-proven tacit knowledge that these veteran leaders have accumulated through years of experience under fire. These stories contain lessons that extend far beyond the field of engineering; they apply in any environment, from the government task force to the corporate boardroom to the shop floor. This remarkably unconventional how-to book: * Features 70 firsthand project management success stories * Presents actionable lessons demonstrated by these success stories * Inspires and energizes readers to reach new heights in their own performance * Conveys leadership principles and intangibles in a simple, nontechnical format * Provides resources for creating success stories within any organization * Includes profiles of five "star" project managers Project management is not just for engineers anymore, and Project Management Success Stories is for anyone-engineer or generalist, project manager or team member-who wants to turn the tacit knowledge of proven professionals into hands-on solutions to the recurring challenges of a dynamic and constantly changing business and technological environment.

Project managers are keen to learn from the best. So we asked the top experts in the field a straightforward question: What is your best piece of advice for success in project management? The result is this book a collection of their best stories, lessons, and takeaways. 25 different industry leaders make compelling cases for why their key will help influence your project success: The seven bullets of highly effective project managers Why leadership must be taken, not given The importance of becoming project business-savvy Ways to generate meaningful client ownership How great project managers make it fun And 20 other differentiators that have helped these industry leaders stand out If you are interested in differentiating yourself and boosting your career, then this book is a fantastic opportunity to connect with trusted mentors, read their honest advice, and leverage these keys to success in your own practice.

Kozak-Holland takes a hard look at the history of project management and how it evolved over the past 4,500 years. Examining archaeological evidence, artwork, and surviving manuscripts, he provides evidence of how each of the nine knowledge areas of project management have been practiced throughout the ages.

Project managers who lead globally dispersed teams face unique challenges in managing project stakeholders, scope, knowledge sharing, schedules, resources, and above all team execution in a global business environment. Finding timely solutions to challenging events becomes more difficult in a global project environment. This book presents more than

Learn from Other Projects to Avoid Pitfalls on Your Projects! Projects fail at an alarming rate, whether they are information technology, training, construction, or policy development projects. No matter the focus, each year we experience an abundance of challenged projects that either require super-human effort to resuscitate or die an untimely death. Great Lessons in Project Management is a treasure trove of lessons learned from troubled projects - and from projects that went well. This collection of stories describes the events surrounding a particular challenge a project manager faced or a tool that another used effectively. Project managers of all types of projects can draw on these stories to validate their own good practices and to avoid the pitfalls so many have encountered on their projects.

Project management lessons learned on the Big Dig, America's biggest megaproject, by a core member responsible for its daily operations In Megaproject Management, a central member of the Big Dig team reveals the numerous risks, challenges, and accomplishments of the most complex urban infrastructure project in the history of the United States. Drawing on personal experience and interviews with project engineers, executive oversight commission officials, and core managers, the author, a former deputy counsel and risk manager for the Big Dig, develops new insights as she describes the realities of day-to-day management of the project from a project manager's perspective. The book incorporates both theory and practice and is therefore highly recommended to policymakers, academics, and project management practitioners. Focusing on lessons learned, this insightful coursebook presents the Big Dig as a massive case study in the management of risk, cost, and schedule, particularly the interrelation of technical, legal, political, and social factors. It provides an analysis of the difficulties in managing megaprojects during each phase and over the life span of the project, while delivering useful lessons on why projects go wrong and what can be done to prevent project failure. It also offers new ideas to enhance project management performance and innovation in our global society. This unique guide: Defines megaproject characteristics and frameworks Reviews the Big Dig's history, stakeholders, and governance Examines the project's management scope, scheduling, and cost management—including project delays and cost overruns Analyzes the Big Dig's risk management and quality management Reveals how to build a sustainable project through integration and change introduction

Failure to learn from past mistakes and successes has consistently been a major obstacle to improving IT project management. This monograph addresses this shortcoming by integrating, updating, and extending the research findings from four previous studies on IT project retrospectives. The result is a "meta-retrospective" of 264 IT projects.