Project Based Problem Solving and Decision Making - A Guide for Project Managers

PROJECT BASED PROBLEM SOLVING AND DECISION MAKING
 
A project manager's guide to solving complex project issues and making strategic decisions
 
An everyday resource for project managers who are tasked with identifying and solving complex problems, Project Based Problem Solving and Decision Making offers valuable guidance on how to make informed decisions that move projects forward, provides project managers with expert advice for communicating clearly and effectively with team members and project stakeholders, and describes how to effectively lead project teams and empower team members to make strategic project decisions.
 
Written by Dr. Harold Kerzner, bestselling author and one of the leading minds in project management, Project Based Problem Solving and Decision Making includes information on:
* Developing effective problem-solving and decision-making???important skills for professional project managers
* Leading teams, setting and achieving goals, and making sure that projects are completed on time and within budget
* Identifying and solving problems that arise during complex projects, and making informed decisions that move projects forward
* Using a project-based approach: breaking the project down into smaller, manageable??chunks and tackling each one separately
* Focusing on specific problems or decisions and implementing solutions tailored to the??specific needs of the project
 
Project Based Problem Solving and Decision Making is an essential everyday resource for professional project managers, as well as students studying project management.
 
Dr. Kerzner is not only a world-renowned author in project management but also serves as the Senior Executive Director at the International Institute for Learning, Inc. (IIL). To explore more about IIL's offerings, visit www.iil.com or get in touch via email at [e-mail].

List of contents

Preface xi
 
About the Companion Website xiii
 
1 Understanding the Concepts 1
 
1.0 The Necessity for Problem-Solving and Decision-Making 1
 
1.1 Problems and Opportunities 2
 
1.2 Research Techniques in the Basic Decision-Making Process 3
 
1.3 Facts About Problem-Solving and Decision-Making 4
 
1.4 Who Makes the Decision? 4
 
1.5 Information Overload 5
 
1.6 Getting Access to the Right Information 5
 
1.7 The Lack of Information 6
 
Discussion Questions 6
 
References 7
 
2 Understanding the Project Environment and the Impact on Problem Solving 9
 
2.0 Understanding the Project Environment 9
 
2.1 Project Versus Business Problem-Solving and Decision-Making 11
 
2.2 Problem-Solving and Decision-Making in the Project Management Environment 11
 
2.3 The Impact of Constraints on Project Problem-Solving and Decision-Making 12
 
2.4 The Impact of Assumptions on Project Problem-Solving and Decision-Making 13
 
2.5 Understanding the Project Environment's Complexities 14
 
2.6 Selecting the Right Project Manager 15
 
2.7 The Impact of the COVID-19 Pandemic on Project Management 15
 
2.8 Differences Between Program and Project Problem-Solving and Decision-Making 18
 
2.9 Problem-Solving in Matrix Management Organizational Structures 25
 
2.10 The Impact of Methodologies on Problem-Solving 29
 
2.11 The Need for Problem-Solving Procedural Documentation 35
 
Discussion Questions 40
 
References 41
 
3 Understanding the Problem 43
 
3.0 The Definition of a Problem 43
 
3.1 The Time Needed to Identify a Problem 43
 
3.2 Not All Problems Can Be Solved 45
 
3.3 The Complexities of the Problems 46
 
3.4 Techniques for Problem Identification 46
 
3.5 Individual Problem-Solving Conducted in Secret 47
 
3.6 Team Problem-Solving Conducted in Secret 47
 
3.7 Decisions That Can Convert Failures into Successes 48
 
Discussion Questions 53
 
References 54
 
4 Data Gathering 55
 
4.0 Understanding Data Gathering 55
 
4.1 Reasons for Data Gathering 56
 
4.2 Data-Gathering Techniques 56
 
4.3 Metrics and Early Warning Indicators 57
 
4.4 Questions to Ask 57
 
4.5 Establishing Structure for Data Gathering, Problem-Solving, and Decision-Making 58
 
4.6 Determining the Steps 58
 
Discussion Questions 59
 
5 Meetings 61
 
5.0 Problem Analysis Characteristics 61
 
5.1 Real Problems Versus Personality Problems 62
 
5.2 Determining Who Should Attend the Problem-Solving Meeting 63
 
5.3 Determining Who Should Attend the Decision-Making Meeting 63
 
5.4 Creating a Framework for the Meeting 64
 
5.5 Setting Limits on Problem-Solving and Decision-Making 64
 
5.6 Identifying Boundary Conditions 65
 
5.7 Understanding How People React in Meetings 65
 
5.8 Working with Participants During the Meetings 66
 
5.9 Leadership Techniques During Meetings 67
 
5.10 Handling Problem-Solving and Decision-Making Conflicts 67
 
5.11 Continuous Solutions Versus Enhancement Project Solutions 68
 
5.12 Problem-Solving Versus Scope Creep 68
 
5.13 Problem-Solving and Decision-Making During Crisis Projects 69
 
5.14 Presenting Your Decision to the Customer 70
 
Discussion Questions 71
 
Reference 71
 
6 Developing Alternatives 73
 
6.0 Finding Alternatives 73
 
6.1 Variables to Consider During Alternative Analyses 74
 
6.2 Understanding

About the author

Harold Kerzner, PhD (Boynton Beach, FL), is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), USA. International Institute for Learning, Inc. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2^®, ITIL, Business Analysis, Microsoft^® Office Project and Project Server, and Lean Six Sigma.

Product details

• Authors: Harold Kerzner, Harold (Baldwin-Wallace College Kerzner
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Hardback
• Released: 21.01.2024
• EAN: 9781394207831
• ISBN: 978-1-394-20783-1
• No. of pages: 208
• Subjects: Social sciences, law, business > Business > Business administration; Projektmanagement, Entscheidungsfindung, Business & management, Project management, Electrical & Electronics Engineering, Elektrotechnik u. Elektronik, Wirtschaft u. Management, Programm- u. Projektmanagement, Program & Project Management, Theorie der Entscheidungsfindung, Decision Sciences