TY  - BOOK
AU  - Kerzner,Harold
TI  - Using the project management maturity model: strategic planning for project management 
SN  - 9781119530879
PY  - 2019///]
CY  - Hoboken, New Jersey
PB  - John Wiley & Sons, Inc.
KW  - Project management
KW  - Strategic planning
KW  - Electronic books
N1  - Includes bibliographical references and index; Intro; Using the Project Management Maturity Model; Contents; Preface; Introduction; Chapter 1 The Need for Strategic Planning for Project Management; Introduction; Misconceptions; Project Management Becomes a Strategic Competency; General Strategic Planning; Participation by the Project Manager in Strategic Planning; What Is Strategic Planning for Project Management?; Executive Involvement; Critical Success Factors for Strategic Planning; Identifying Strategic Resources; Tangible Resources; Why Does Strategic Planning for Project Management Sometimes Fail?; Concluding Remarks; Chapter 2 The Need to Plan for Project Management MaturityIntroduction; The Need for a Pmmm; Other Purposes for the PMMM; Defining Project Management Maturity; Advantages of Using a PMMM; Disadvantages of Using a PMMM; Selecting a PMMM; Changing the Strategic Direction; Maturity and Core Competencies; Maturity and Assessment Timing; The Importance of Intangible Maturity Metrics; Chapter 3 Customizing the PMMM; The Need for Pmmm Customization; Understanding Customization; Issues with Public-Sector Project Management Maturity; Olympic Games Project Management Maturity; Capturing Olympic Games Lessons LearnedChapter 4 An Introduction to the Project Management Maturity Model (PMMM); Introduction; The Foundation for Excellence; Overlap of Levels; Risks; Assessment Instruments; Chapter 5 Level 1: Common Language; Introduction; Roadblocks; Advancement Criteria; Risk; Assessment Instrument for Level 1; Questions; Answer Key; Explanation of Points for Level 1; Opportunities for Customizing Level 1; Chapter 6 Level 2: Common Processes; Introduction; Life Cycles for Level 2; Roadblocks; Advancement Criteria; Risk; Overlapping Levels; Assessment Instrument for Level 2Questions; Explanation of Points for Level 2; Opportunities for Customizing Level 2; Chapter 7 Level 3: Singular Methodology; Introduction; Integrated Processes; Culture; Management Support; Informal Project Management; Training and Education; Behavioral Excellence; Roadblocks; Advancement Criteria; Risk; Overlapping Levels; Assessment Instrument for Level 3; Questions; Answer Key; Explanation of Points for Level 3; Opportunities for Customizing Level 3; Chapter 8 Level 4: Benchmarking; Introduction; Characteristics; The Project Office or Center of Excellence; Benchmarking OpportunitiesRoadblocks; Advancement Criteria; Assessment Instrument for Level 4; Questions; Explanation of Points for Level 4; Opportunities for Customizing Level 4; Chapter 9 Level 5: Continuous Improvement; Characteristics; Continuous Improvement Areas; The Never-Ending Cycle; Examples of Continuous Improvement; Developing Effective Procedural Documentation; The Challenges; How to Make It Work; Established Practices; Categorizing the Broad Spectrum of Documents; As We Mature ...; Project Management Methodologies; Continuous Improvement; Capacity Planning; Competency Models
UR  - https://eresourcesptsl.ukm.remotexs.co/user/login?url=https://doi.org/10.1002/9781119559078
ER  -