Advanced Multi-Project Management

Table of Contents

PART I—WHY MULTI-PROJECT ENVIRONMENTS ARE SO MESSED UP
Chapter 1: Introduction—The Multi-Project Problem
Chapter 2: Resource Conflicts
Chapter 3: Poorly Defined Project Networks
Chapter 4: The Biggest Leverage Point for Improving

PART II—OVERVIEW OF THE PERMANENT MULTI-PROJECT SOLUTION
Chapter 5: Project Networks
Chapter 6: Strategic Buffering—Insulating Projects from Variability
Chapter 7: Controlled Project WIP—Aligning and Activating Multiple Projects
Chapter 8: Fast Execution, Single Priority System, Recovery
Chapter 9: Enterprise Resource Planning
Chapter 10: Multi-Project Software Requirements
Chapter 11: What Is It All Worth? 

PART III—PROJECT PLANNING, NETWORKS, AND RISK AVOIDANCE
Chapter 12: Level of Detail—Not the Lowest Level
Chapter 13: Step 1—The Project’s Measurable Goals, Tangible Scope, and Sponsor Criteria
Chapter 14: Step 2—The Backbone
Chapter 15: Step 3—The Skeleton
Chapter 16: Step 4—Additional Dependencies—First Risk Avoidance 
Chapter 17: Step 5—Checking Against Project Goals and Scope—Second Risk Avoidance
Chapter 18: Step 6—Resourcing
Chapter 19: Step 7—Expert Scrutiny—Third Risk Avoidance
Chapter 20: Step 8—Time estimates—Fourth Risk Avoidance
Chapter 21: Step 9—Duration Reduction without Compromise
Chapter 22: Step 10—Final Project Risk Assessment—Fifth Risk Avoidance

PART IV—INSULATING PROJECTS FROM VARIABILITY
Chapter 23: Three Points of Network Insulation
Chapter 24: Operations versus Project Responsibility—Resource Insulation
Chapter 25: Project-to-Project Insulation 
Chapter 26: Common Cause versus Special Cause Insulation

PART V—ALIGNING AND ACTIVATING MULTIPLE PROJECTS
Chapter 27: Setting Project Priorities 
Chapter 28: Two Different Ways to Align Multiple Projects
Chapter 29: “What If” Analyses on Timelines and Resources
Chapter 30: Finalizing the Project Schedule and Activation

PART VI—MULTI-PROJECT EXECUTION
Chapter 31: Project Manager Execution Roles
Chapter 32: Resource Manager Execution Roles 
Chapter 33: Senior Management Execution Role—Daily Fast-Track Meetings
Chapter 34: Senior Management Execution Role—Full-Kitting Projects
Chapter 35: Senior Management in Stage Gate —How to Avoid the Huge Damage
Chapter 36: Senior Management Execution Role—Portfolio Review Process

PART VII—ENTERPRISE PROJECT RESOURCE PLANNING
Chapter 37: Distinguishing between Temporary Bottlenecks and Need to Hire/Contract
Chapter 38: Supervisor and Management Loads
Chapter 39: Increasing Load on Operations from Project Completion
Chapter 40: Short-, Medium-, and Long-Term Challenges

PART VIII—MULTI-PROJECT SOFTWARE REQUIREMENTS
Chapter 41: Software Planning Requirements—Buffers, Global Resources, and Alignment
Chapter 42: Software Execution Requirements—Buffer Penetration and Project and Resource Trends
Chapter 43: Role-Based Software Views

PART IX—EXECUTIVE BUY-IN AND CONCLUSIONS
Chapter 44: Executive Buy-In 
Chapter 45: Conclusions

Appendix A: Strategy and Tactics Approach For Multi-Project Management
Appendix B: Success Stories and Video References
Appendix C: Sample Enterprise Resource Categories
Appendix D: What About Agile?
Appendix E: Detailed Case Study on Project Planning
References
Index