Filling execution gaps : how executives and project managers turn corporate strategy into successful projects

목차 (Table of Contents)

• CONTENTS
• GAP 1 : Common Understanding = 1
• Chapter 1 Understanding the Problem = 3
• Linear Thinking Causes the Problem = 6
• The Role of Vernacular = 11
• The Real Measure of Success : Value = 12
• Hubble Space Telescope Deployment Project = 13
• Measuring Value = 14
• Accountability = 17
• Goals, Objectives, and Priorities = 18
• Tension versus Gaps = 20
• Identifying the Major Gaps Causing Project Failure = 21
• Common Understanding = 22
• Problem Perspectives = 22
• Filling the Gap with Governance = 27
• Filling the Gap with Executive Sponsors = 28
• What You Should Do = 29
• Project and Middle Manager Takeaway = 30
• Executive Takeaway = 31
• Applying These Concepts = 31
• Organization Wide Questions = 31
• Project and Middle Manager Centric Questions = 32
• Executive Centric Questions = 32
• GAP 2 : Alignment between Corporate Goals and Projects = 33
• Chapter 2 Creating and Maintaining Corporate Alignment = 35
• Alignment's Three Dimensions = 37
• The Relative Occurrence of Alignment Issues = 40
• The Foundation for Building Alignment = 42
• The Relationship between Vision, People, Strategy, Process, and Technology = 44
• Understanding Strategy and Operational Efficiency = 46
• The Sequence of Strategy and People = 47
• The Fluidity of Strategy = 48
• People and Strategy = 50
• Process and Strategy = 51
• People Versus Process = 52
• Technology and Strategy = 53
• Creating a Common Understanding = 57
• Activity System Diagram = 57
• Detailed Goal Tracking = 59
• Strategy Maps = 59
• Financial Perspective = 60
• Customer Perspective = 60
• Internal Perspective = 61
• Learning and Growth Perspective = 62
• Mission Based on the Strategy Map = 63
• Departmental Strategy Maps = 63
• Initiative and Project Prioritization = 64
• Quantifying Goals = 66
• Building a Balanced Scorecard = 68
• Where Balanced Scorecard, and Many Other Tools, Struggle = 69
• Audit／Health Check = 69
• Risk Planning = 70
• Project and Middle Manager Takeaway = 70
• Executive Takeaway = 71
• Applying These Concepts = 72
• Organization Wide Questions = 72
• Project and Middle Manager Centric Questions = 72
• Executive Centric Questions = 72
• GAP 3 : Engaged Executive Sponsors = 75
• Chapter 3 Challenges in Executive Sponsorship = 77
• Investigation into Executive Sponsorship = 79
• The Definition of Executive Sponsorship = 79
• Lack of Engagement = 81
• Organization Change Management = 82
• Industry Specific Issues = 82
• Healthcare Organizations = 83
• Power Differential = 83
• Product Companies = 84
• Proposed Solutions = 85
• Leadership = 86
• Accountability for Project Success = 87
• Communication of Priorities = 87
• Defining the Sponsor's Role = 89
• Project and Middle Manager Takeaway = 89
• Executive Takeaway = 90
• Applying These Concepts = 90
• Organization Wide Questions = 90
• Project and Middle Manager Centric Questions = 91
• Executive Centric Questions = 91
• Chapter 4 A Model for Engaged Executive Sponsors = 93
• The Foundation for a New Approach = 94
• Core Improvements in the Sponsorship Role = 95
• Scope of the Sponsor's Commitment = 96
• Executive Action Required = 97
• Solutions for Executive Sponsorship = 98
• The Executive Sponsor's Accountability = 98
• Project Value : The True Measure of Success = 98
• Alignment with Corporate Goals = 100
• The Project's Fiduciary = 100
• Proactively Monitoring Success Targets = 101
• Monitoring Value = 102
• Monitoring Alignment = 103
• Monitoring the Business Case = 104
• Responsibilities of the Executive Sponsor = 104
• Project Vision = 104
• Communication = 104
• Decision Maker = 105
• Engagement = 106
• Characteristics of Effective Executive Sponsors = 107
• Leadership = 107
• Belief in the Initiative's Vision = 107
• The Value of Perceived Authority = 108
• Respect and Trust = 108
• Misconceptions about What Constitutes a Good Sponsor = 108
• Educating People on the New Sponsor Role = 110
• Job Description = 110
• Sponsor Coaching = 111
• Project Team Training = 112
• Team Requirements = 112
• Adoption／OCM Specialist = 113
• Adoption Architect = 113
• Evangelist or Project Champion = 113
• Time Commitment = 113
• Performance Expectations = 113
• Conclusion = 114
• Project and Middle Manager Takeaway = 115
• Executive Takeaway = 115
• Applying These Concepts = 116
• Organization Wide Questions = 116
• Project and Middle Manager Centric Questions = 116
• Executive Centric Questions = 117
• GAP 4 : Adoption and Change Management = 119
• Chapter 5 Understanding Business Change Management = 121
• People Are Anchored in Their Beliefs = 122
• What Is Change Management : The Critical History = 124
• Changing Behavior in Businesses = 128
• John Kotter's Change Management Approach = 128
• Implementation Methodologies = 131
• Prosci's ADKAR® = 131
• General Electric's CAP = 131
• Change Management's Connection Project Management = 132
• Project and Middle Manager Takeaway = 133
• Executive Takeaway = 133
• Applying These Concepts = 134
• Organization Wide Questions = 134
• Project and Middle Manager Centric Questions = 134
• Executive Centric Questions = 134
• Chapter 6 Organization Change Management and Projects = 137
• Organization Change Management = 140
• Why We Need Change Management = 141
• Survey on Change Management = 142
• Introducing Change Management Concepts to the Organization = 145
• Executive Sponsorship of the Change Initiative = 145
• Sense of Urgency = 146
• Change Management Teams = 147
• Change Resistance = 148
• Change Management Planning = 149
• Merging Change Management and Project Management = 150
• Project and Middle Manager Takeaway = 155
• Executive Takeaway = 155
• Applying These Concepts = 156
• Organization Wide Questions = 156
• Project and Middle Manager Centric Questions = 156
• Executive Centric Questions = 156
• GAP 5 : Effective Governance = 157
• Chapter 7 Lean Project Governance = 159
• The Importance of Governance = 160
• Why Project Governance? = 164
• Problems Due to Lack of Project Governance = 166
• Right-Sizing Project Governance = 167
• What Project Governance Covers = 168
• What to Govern = 169
• People Create the Need for Governance = 169
• Executive Sponsorship = 170
• Monitoring Corporate Alignment = 172
• Risk Governance = 173
• Governance over Methodology = 174
• Financial Governance = 175
• Problems Governance Tries to Solve = 175
• Governance Is Not a Replacement for Leadership or Engagement = 179
• Lean Approach = 180
• Value Principle Applied to Governance = 182
• Reducing Overhead = 183
• Value Stream Principle = 184
• Flow Principle = 185
• Pull Principle = 186
• Project Governance Examples = 187
• Slow Project Execution = 187
• Conclusion = 189
• Project and Middle Manager Takeaway = 189
• Executive Takeaway = 189
• Applying These Concepts = 190
• Organization Wide Questions = 190
• Project and Middle Manager Centric Questions = 190
• Executive Centric Questions = 191
• Chapter 8 Value Driven PMOs = 193
• Types of PMOs = 194
• What the Acronym "PMO" Means = 194
• Departmental and Enterprise PMOs = 196
• Lack of Meaning Contributes to the Problem = 197
• Problems with PMOs = 198
• The PMO's Identity = 198
• The PMO's Effectiveness = 199
• PMOs Are Perceived as Bureaucratic by Nature = 200
• PMOs Tend to Outlive Their Usefulness = 201
• PMOs That Fill Gaps = 201
• Alternatives to PMOs = 202
• The Value Aspect of Project Oversight and Management = 203
• Temporary Project Oversight and Management = 205
• Non-Governance Groups = 206
• Accountability of Oversight and Management Roles = 208
• Executive Sponsors as Oversight and Management = 211
• Best Practices for Addressing Problems Common to Groups of Projects = 211
• Project and Middle Manager Takeaway = 212
• Executive Takeaway = 212
• Applying These Concepts = 213
• Organization Wide Questions = 213
• Project and Middle Manager Centric Questions = 213
• Executive Centric Questions = 213
• GAP 6 : Project Leadership = 215
• Chapter 9 Leadership's Relationship to Projects = 217
• Leadership Basics = 218
• Leadership Strategies = 220
• The Dearth of Leadership = 223
• Middle Management Culture = 224
• Leadership is all About People = 225
• A Note on Technology = 226
• Management versus Leadership = 228
• Leadership Is Not About a Title = 228
• Factors Affecting a Project Manager's Leadership Style = 229
• Project Report Structure = 229
• Temporariness of Project Teams = 231
• Project Managers Are Outside the Core Business = 231
• Women as Leaders = 232
• Project and Middle Manager Takeaway = 233
• Executive Takeaway = 233
• Applying These Concepts = 233
• Organization Wide Questions = 233
• Project and Middle Manager Centric Questions = 234
• Executive Centric Questions = 234
• Chapter 10 The Project's Leadership Structure = 235
• Sources of Leadership = 237
• A Role's Leadership Responsibilities = 238
• Executive Leadership Attributes = 239
• Executive Engagement = 239
• Projects That Change Culture = 242
• Executive Responsibilities That Require Leadership = 242
• Middle Management Leadership Attributes - 244
• The Lack of Leadership-Overusing Process = 244
• Innovation and Process = 245
• Process and Competency = 246
• PMOs as Pseudo-Leadership = 247
• Middle Manager Responsibilities That Require Leadership = 247
• Project Manager Leadership Attributes = 248
• The Changing Role of the Project Manager = 249
• Stage One : The Coordinator = 250
• Stage Two : The Negotiator = 250
• Stage Three : The Leader = 250
• Project Management Responsibilities That Require Leadership = 251
• Project Team Leadership Attributes = 254
• Project Team Responsibilities That Require Leadership = 254
• Leadership throughout the Organization = 255
• Everyone Agrees, People before Plan = 255
• Identifying the Appropriate Structure = 256
• Filling the Void = 257
• Project and Middle Manager Takeaway = 258
• Executive Takeaway = 259
• Applying These Concepts = 260
• Organization Wide Questions = 260
• Project and Middle Manager Centric Questions = 260
• Executive Centric Questions = 260
• Chapter 11 Leadership Traits and Actions = 263
• The Components of a Leader = 265
• Making Leadership a Priority = 266
• Leadership Traits = 268
• Accountable = 269
• Ethical = 270
• Inspirational = 270
• Decisive = 271
• Aware = 271
• Empathetic = 272
• Confident = 272
• Focused = 273
• Humble = 273
• Poor Traits Challenging Leaders = 273
• Interviewing Suggestions = 275
• Actions of Successful Leaders = 276
• Listening = 277
• Establishing Ownership = 285
• Selling Your Vision = 289
• Discovering Direction through Dialog and Discussion = 292
• Elimination of Blame and Tolerance for Failure = 295
• Organization Wide Conceptual Changes = 298
• Redirecting the Focus Away from Process = 298
• Project Leadership = 299
• Leading without Authority = 301
• Project and Middle Manager Takeaway = 303
• Executive Takeaway = 304
• Applying These Concepts = 304
• Organization Wide Questions = 304
• Project and Middle Manager Centric Questions = 305
• Executive Centric Questions = 305
• Part 7 : Pulling it all Together = 307
• Chapter 12 Filling the Six Gaps = 309
• Initiating a Change = 310
• Your Role in Initiating Change = 311
• A Non-Executive's First Actions = 311
• A CEO's First Actions = 312
• A Shared Services Group's First Actions = 312
• The Strategy for Long-Term Change = 313
• Improving Leadership and Business Skills = 314
• Creating an Atmosphere for Learning = 314
• Organizational Assessment = 315
• Opposition to Filling the Six Gaps = 316
• Order of Filling the Six Gaps = 317
• Method of Execution = 319
• Create a Sense of Urgency = 319
• Making the Visual = 319
• Get the Right People = 320
• Develop a Vision = 321
• Deliver Short Term Wins = 321
• Best Practices = 323
• Project and Middle Manager Takeaway = 324
• Executive Takeaway = 324
• Applying These Concepts = 325
• Organization Wide Questions = 325
• Project and Middle Manager Centric Questions = 325
• Executive Centric Questions = 326
• Appendix A : Endnotes = 327
• Index = 337