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<p>Preface xi</p> <p><b>1 Pillar #1: Strategic Delivery Capability 1</b></p> <p>1.0 Setting the Stage 1</p> <p>1.1 Background 6</p> <p>1.2 Line-of-Sight 8</p> <p>1.3 Sustainable Competitive Advantage 8</p> <p>1.4 High-Performance Teams 9</p> <p>1.5 High-Performance Organizations 9</p> <p>1.6 Strategic Competency 11</p> <p>1.7 Background to Barriers 12</p> <p>1.8 Excellence in Action: Medtronic 24</p> <p>1.9 Strategically Improving 26</p> <p>1.10 Innovation in Action: Repsol 27</p> <p>1.11 Strategic Agility 34</p> <p>1.12 Excellence in Action: Merck Kgaa 35</p> <p>1.13 Excellence in Action: Cisco 38</p> <p>1.14 Excellence in Action: Servicenow 47</p> <p>1.15 Excellence in Action: Farm Credit Mid-America 49</p> <p>1.16 Excellence in Action: Project Management United 64</p> <p>1.17 Letter to Future Project Manager 71</p> <p>References 73</p> <p><b>2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives 77</b></p> <p>2.0 What Makes Humanitarian Projects Different? 77</p> <p>2.1 The Impact of Project Management Practices in Humanitarian Projects 77</p> <p>2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia 78</p> <p>2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned 89</p> <p>2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects 103</p> <p>2.5 16/6 Project in Haiti 118</p> <p>2.6 Conclusions 122</p> <p>References 123</p> <p><b>3 Pillar #3: Project Management Is Creating Innovative Cultures 125</b></p> <p>3.0 Background 125</p> <p>3.1 Introducing the Innovative Culture Model 125</p> <p>3.2 Balanced Alignment and Autonomy 127</p> <p>3.3 Excellence in Action: Sunrise UPC 127</p> <p>3.4 Innovation Competencies 130</p> <p>3.5 Excellence in Action: Bosch 130</p> <p>3.6 Blocking Off Time to Think 147</p> <p>3.7 Excellence in Action: 3M 148</p> <p>3.8 Refreshed Executive Role 149</p> <p>3.9 Excellence in Action: General Motors 150</p> <p>3.10 The Innovation Culture 152</p> <p>3.11 Excellence in Action: Apple 152</p> <p>3.12 Projects as Innovation Labs 154</p> <p>3.13 Excellence in Action: Samsung 154</p> <p>3.14 New Ways of Working 155</p> <p>3.15 Excellence in Action: Siemens 156</p> <p>3.16 Readying and Sustaining Tomorrow’s Excellence Cultures 159</p> <p>3.17 A Future (Working) Day in the Life of the Program Manager 160</p> <p>3.18 Excellence in Action: Solvo360 163</p> <p>3.19 Excellence in Action: Texas Instruments 169</p> <p><b>4 Pillar #4: Digitalization Is Central to Delivering Projects’ Promises 173</b></p> <p>4.0. Background 173</p> <p>4.1 Excellence in Action: ASGC 174</p> <p>4.2 Digitalization and Projects Framework 180</p> <p>4.3 Experimenting Capacity 182</p> <p>4.4 Excellence in Action: ServiceNow 182</p> <p>4.5 Context-Driven Planning 185</p> <p>4.6 Excellence in Action: Progressive Insurance 186</p> <p>4.7 Co-Creation 190</p> <p>4.8 Growth in Information Warehouses 190</p> <p>4.9 Knowledge Repositories 191</p> <p>4.10 The Need for Business Intelligence Systems 194</p> <p>4.11 Big Data 194</p> <p>4.12 Top Seven Things to Consider When Choosing a BI Tool 196</p> <p>4.13 Stop Treating Business Intelligence Projects as IT Projects 198</p> <p>4.14 Dashboards vs. Reports: Which One Should You Go With? 200</p> <p>4.15 Mapping Dashboards to Objectives 202</p> <p>4.16 Virtual Teams Engagement 203</p> <p>4.17 Excellence in Action: IBM 204</p> <p>4.18 Outcomes-Focused Work 218</p> <p>4.19 Excellence in Action: Dubai Customs 219</p> <p>4.20 Ever-Changing Ways of Working 221</p> <p>4.21 Excellence in Action: Wuttke & Team 221</p> <p>4.22 Digitalization and Projects Path Forward 226</p> <p><b>5 Pillar 5: Evolving Project Delivery Skills 227</b></p> <p>5.0 The Changing Landscape 227</p> <p>5.1 Problem Solving and Decision-Making 228</p> <p>5.2 Brainstorming 251</p> <p>5.3 Design Thinking 257</p> <p>5.4 Excellence in Action: Disney 260</p> <p>References 268</p> <p><b>6 Pillar 6: New Forms of Project Leadership 271</b></p> <p>6.0 Introduction 271</p> <p>6.1 Issues with Leadership Studies 271</p> <p>6.2 Selecting the Leader 272</p> <p>6.3 Introduction to Leadership Styles 272</p> <p>6.4 Project Management Challenges 275</p> <p>6.5 Leadership and Cultures 276</p> <p>6.6 Excellence in Action: Project Leadership for the Smart Mission 277</p> <p>6.7 Leadership and Stakeholder Relations Management 279</p> <p>6.8 The Changing Leadership Landscape 290</p> <p>6.9 Servant Leadership 292</p> <p>6.10 Social Project Management Leadership 294</p> <p>6.11 The Growth in Importance of Crisis Leadership 295</p> <p>6.12 The Growth in Competency Models 301</p> <p>6.13 Project Management Core Competency Models 303</p> <p>6.14 Excellence in Action: Eli Lilly 304</p> <p>6.15 Conclusions 313</p> <p>References 313</p> <p><b>7 Pillar 7: Organizational Cultural Shift to the Project Way of Working 315</b></p> <p>7.0 Introduction 315</p> <p>7.1 The Need for Cultural Shift 315</p> <p>7.2 Excellence in Action: GEA Project Management in GEA Process Engineering: Our Vision for the Future 318</p> <p>7.3 Excellence in Action: Norte Energia Belo Monte Hydroelectric Power Plant 324</p> <p>7.4 Conclusions 349</p> <p>References 349</p> <p><b>8 Pillar 8: Adaptive Frameworks and Life Cycles 351</b></p> <p>8.0 Background 351</p> <p>8.1 The Risks of Using a Singular Methodology 352</p> <p>8.2 Project Management Landscape Changes 353</p> <p>8.3 The Need for Multiple Flexible Methodologies 353</p> <p>8.4 Selecting the Right Framework 356</p> <p>8.5 Be Careful What You Wish For 357</p> <p>8.6 Strategic Selection Implications 358</p> <p>8.7 Excellence in Action: ServiceNow 359</p> <p>8.8 Excellence in Action: The International Institute for Learning 361</p> <p>8.9 The Fuzzy Front End 367</p> <p>8.10 Line-of-Sight 370</p> <p>8.11 Establishing Gates 370</p> <p>8.12 The Future Fuzzy Front Gates 371</p> <p>8.13 Excellence in Action: IdeaScale 372</p> <p>8.14 Project Selection Criteria 375</p> <p>8.15 Excellence in Action: AstraZeneca 377</p> <p>8.16 Excellence in Action: Airbus 391</p> <p>8.17 Partnership Fuzzy Front Ends 393</p> <p>8.18 Excellence in Action: Facebook 394</p> <p>8.19 Life-Cycle Phases 395</p> <p>8.20 Project Closure 399</p> <p>8.21 Excellence in Action: Motorola 400</p> <p>8.22 New Causes of Complete or Partial Failure 401</p> <p>8.23 Conclusion 401</p> <p>References 402</p> <p><b>9 Pillar 9: Evolving Nature of PMOs and Governance 403</b></p> <p>9.0 Introduction 403</p> <p>9.1 How Governance Can Be Applied in an Agile and Volatile World 403</p> <p>9.2 Excellence in Action: SITA – Airport Systems Integration Projects Cry for Flexible Governance 404</p> <p>9.3 Excellence in Action: ServiceNow – From Project Management to Strategy Realization 406</p> <p>9.4 Excellence in Action: PMO Global Alliance – PMOs in Transformation 410</p> <p>9.5 Excellence in Action: Determining the Mathematical ROI of a PMO Implementation 423</p> <p>9.6 Conclusions 436</p> <p>References 436</p> <p><b>10 Pillar #10: Significant Growth in Value-Driven and Business-Related Metrics 439</b></p> <p>10.0 The Growth of Project Metrics 439</p> <p>10.1 The Growth of Metric Measurement Techniques 440</p> <p>10.2 Selecting the Right Metrics 442</p> <p>10.3 Benefits Realization and Value Management 443</p> <p>10.4 Measuring Benefits and Value 447</p> <p>10.5 Excellence in Action: Philips Business Group Hospital Patient Monitoring 449</p> <p>10.6 Metrics for Measuring Intangibles 466</p> <p>10.7 The Need for Strategic Metrics 468</p> <p>10.8 Project Health Checks 471</p> <p>10.9 Action Items 475</p> <p>10.10 Failure of Traditional Metrics and KPIs 476</p> <p>10.11 Establishing a Metrics Management Program 477</p> <p>10.12 Conclusion 478</p> <p>About the Authors 479</p> <p>Index 481</p>

<p><b>Harold Kerzner, PhD,</b> is Senior Executive Director for Project, Program, and Portfolio Management at the International Institute of Learning, Inc. </p> <p><b>Al Zeitoun, PhD,</b> has over 30 years’ experience in project management and strategic change delivering operational excellence for large corporations. <p><b>Ricardo Viana Vargas, PhD, </b>is a chief advocate in the project economy passionate about transforming ideas into action. He is the host of the 5 Minutes Podcast and is the author of 15 books on project, risk, and crisis management.

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