The Business Savvy Project Manager

Introduction<br/>Permissions<br/>Part One Building Foundational Knowledge<br/>Chapter 1 Project Management as a Business Function<br/>A Few Revelations as We Begin…<br/>The Landscape of Project Management Is Changing<br/>How Expectations of Projects Are Changing<br/>How Expectations of Project Managers Are Changing<br/>How the Definition of Project Success Is Changing<br/>Some Other Significant Changes<br/>Adopting a Total Asset Life Cycle Focus<br/>So…How Are Projects Connected to the “Bottom Line,” Anyway?<br/>Chapter 2 The Core of Business Knowledge: Finance and Accounting<br/>Finance: The Basics<br/>What Is Financial Management?<br/>How Are Projects Financed?<br/>The Weighted Average Cost of Capital<br/>The Cash Management Cycle<br/>Accounting: The Basics<br/>What is GAAP?<br/>Measuring Financial Health: The Balance Sheet<br/>Measuring Profit: The Income Statement<br/>Measuring the Way Money Moves: The Cash Flow Statement<br/>Making Sense of Financial Statements by Using Ratio Analysis<br/>Financial Accounting versus Managerial Accounting<br/>Chapter 3 Fundamentals of Organizational Management<br/>What Is Organizational Management?<br/>Historical Perspectives<br/>Sound Organizational Management through Sound Organizational Planning<br/>Elements of Strategic Planning<br/>Primary Competitive Strategy<br/>Situation Analysis<br/>Elements of Tactical Planning<br/>Competitive Advantage<br/>Structural Design<br/>Elements of Operational Planning<br/>Overarching Linkages in Organizational Planning<br/>Information Management Configuration<br/>Business Process Management<br/>The Value Chain of Business Functions<br/>How Organizations Improve their Business Processes<br/>Chapter 4 Cost Management in Organizations<br/>Organizational Budgeting and Control<br/>The Basic Process of Budgeting<br/>The Master Budget<br/>Relating the Master Budget to Projects<br/>The Responsibility Center: Concept and Practice<br/>About Cost Accounting Systems<br/>Fixed Costs, Variable Costs, and Mixed Costs<br/>Costs Related to Management and Operations<br/>Costs Related to Quality Management<br/>Costs Related to Buying and Selling<br/>Costs Related to Project Economics<br/>Part Two Applying Sound Business Practices at the Enterprise Level<br/>Chapter 5 Project Portfolio Management, Phase I: Identifying the “Right” Business Initiatives<br/>About the Process of Capital Budgeting<br/>Project Portfolio Management: Moving in the Direction of Business<br/>The Benefits of Using a Project Portfolio Management Approach<br/>Guiding Principles of the Project Portfolio Management Approach<br/>The Basic Building Blocks of the Project Portfolio Management Processes<br/>Project Portfolio Management: A Three-Phase Process<br/>Project Portfolio Management: Step by Step<br/>Phase I: Identifying, Quantifying, and Financing the Right Business Initiatives<br/>The Start of Portfolio Development: Identifying Long-Range Goals<br/>Identifying Quantified Business Initiatives (Strategic and Operational)<br/>Establishing a Project Financing Strategy<br/>How Can You Be Sure You Have a Sound Approach to Identifying the “Right” Initiatives?<br/>The Biggest Challenge in Identifying the “Right” Initiatives: Knowing When to Stop<br/>Chapter 6 Project Portfolio Management, Phase II: Identifying, Categorizing, and Prioritizing Project Solutions<br/>Identifying Solutions to Address Business Initiatives<br/>Introduction to the Alternative Identification and Analysis Process<br/>Alternative Identification and Analysis: Step by Step<br/>Configuring the Portfolio Categories<br/>Prioritizing Projects within Portfolio Categories: Why and How<br/>An Overview of the Attribute Scoring Methodology<br/>Putting It All Together: The Weighted Factor Scoring Matrix<br/>Chapter 7 Project Portfolio Management, Phase III: Selecting, Launching, and Coordinating Projects<br/>The Project Listing Process: A Review<br/>Selecting the Best Projects and Constructing the Final Portfolio Listing<br/>Understanding the Difference between Justification, Selection, and Authorization<br/>Avoiding the “Selected, but Not Justified” Syndrome<br/>Applying Project Screening Techniques<br/>Guidelines for Administering an Effective Project Prioritization Process<br/>Knowing Where to “Draw the Line: It’s All about Limitations<br/>Conducting a Final Portfolio Review<br/>Developing a Project Launch Sequence<br/>Considerations During Project Initiation<br/>Conduct Post-Project (and Portfolio) Audits<br/>Part Three Applying Sound Business Practices at the Project Level<br/>Chapter 8 Project Economics, Part I: Foundational Principles<br/>The Time Value of Money<br/>Future Value and Compounding<br/>Present Value and Discounting<br/>Three Methods for Calculating the Time Value of Money<br/>Rate of Return: The Basics<br/>Discounted Cash Flow Methodology<br/>Chapter 9 Project Economics, Part II: Preparing for a Project Financial Analysis<br/>The Anatomy of Project Cash Flow<br/>The Foundation of Any Financial Analysis: The Cash Flow Chart<br/>The Process of Identifying and Modeling the Cash Flows of a Project<br/>Guidelines for Modeling Cash Flows<br/>Proper Treatment of Special Cash Flow Types<br/>Three Basic Project Cash Flow Models<br/>Chapter 10 Project Economics, Part III: Performing a Project Financial Analysis<br/>Separating Fact from Fiction in the Project Financial Analysis Process<br/>The Four Basic Financial Metrics<br/>Performing a Project Financial Analysis: A Comprehensive Example<br/>Calculating the Four Basic Financial Metrics<br/>Putting the Financial Metrics Together: Evaluating the Investment<br/>Financial Analysis in Reverse: Calculating the Maximum Justifiable Project Cost<br/>Enhancing the Financial Analysis Process by Introducing Risk<br/>Chapter 11 Risk Management, Decision-Making, and Business<br/>The Objectives of Risk Management and Decision-Making<br/>Dealing with Risk and Uncertainty in Business Decisions<br/>Risk and Uncertainty: A Quick Refresher<br/>Sources of Business and Financial Uncertainty in Project Investment Decisions<br/>Reducing Risk by Using Higher-Quality Information<br/>Reducing Risk by Modifying Financial Analysis Process Parameters<br/>Using Sensitivity Analysis as Part of the Financial Analysis Process<br/>Identifying the Appropriate Variables for a Sensitivity Analysis<br/>Performing a One-Dimensional Sensitivity Analysis<br/>Performing a Multidimensional Sensitivity Analysis<br/>Performing Sensitivity Analysis using Monte Carlo Simulation<br/>Using Break Even Analysis for Business Decisions<br/>Using Decision Trees in Financially Based Decision-Making<br/>Part Four Preparing the Business Case<br/>Chapter 12 Business Cases and Business Case Preparation<br/>Why Use a Business Case Approach?<br/>What Is a Business Case?<br/>General Applications of Business Cases<br/>Benefits of Using a Formal Business Case Approach<br/>Conditions that Trigger a Formal Business Case Approach<br/>Who Prepares the Business Case?<br/>The Business Case Development Process<br/>Critical Success Factors in Business Case Development<br/>Qualities of a Well-Prepared Business Case<br/>Recommended Business Case Structure: An Overview<br/>Part Five Appendixes<br/>Appendix A Guidelines for Preparing a Project Business Case<br/>Appendix B Interest Tables<br/>Glossary<br/>Index