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Author:   Harold Kerzner (Baldwin-Wallace College, Berea, OH)
Publisher:   John Wiley & Sons Inc
Imprint:   John Wiley & Sons Inc
Dimensions:   Width: 19.60cm , Height: 3.60cm , Length: 23.60cm
Weight:   0.930kg
ISBN:  

9781394382941

ISBN 10:   1394382944
Pages:   576
Publication Date:   30 March 2026
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Forthcoming
Availability:   Out of stock  

Table of Contents

Preface 1 THE GROWTH OF GLOBAL PROJECT MANAGEMENT CHALLENGES 1.0 Introduction 1.1 Defining a Project Challenge   1.2 Project Management Challenges: 1945-1960 1.3 Project Management Challenges: 1960-1985 1.4 Growth of the Accidental Project Manager 1.5 Project Management Challenges: 1985-2025 1.6 Creating the Right Project Management Culture 1.7 Global Project Management 1.8 Growth of Project Management Challenges 1.9 Types of Project Management Challenges 1.10 Early Warning Signs of Challenges 1.11 Barriers that Cause Global Challenges 1.12 Managing Multicultural Challenges in Latin America and The Caribbean 1.13 Overcoming Project Ambiguity: How Dubai Customs Integrates Strategic Foresight to Build Resilient Initiatives 1.14 Kombs Engineering 2 ROLE OF THE EXECUTIVE IN MANAGING CHALLENGES 2.0 Introduction 2.1An Executive’s View of Project Management 2.2The Growth in Project Governance 2.3Excellence in Project Sponsorship 2.4 When Sponsorship Struggles 2.5Empowerment of Project Managers 2.6 Recent Sources of Challenges 2.7 Growth of Non-Traditional Projects 2.8 Impact of the VUCA Environment 2.9 Impact of the COVID-19 Pandemic on Project Management 2.10 General Motors and Ventilators 2.11 When Executive Sponsorship Fails 2.12 The Need for Project Cancellation Criteria 2.13 Growth of Project Management Offices 2.14 Waha Oil Company Success Story 2.15 Embedding Transformation: A Case Study in Clarity, Ownership, and Execution at Scale 2.16 Motorola 2.17 Roadway Express 3 TRAINING AND EDUCATION CHALLENGES 3.0 Introduction to the Need for Training 3.1 Training in Modern Project Management Practices 3.2 The Need for Business Education 3.3 The Traditional Need for Training 3.4 Today’s Need for Training 3.5 Selecting Training Participants 3.6 The Need for Executive-Level Education 3.7 Fundamentals of Project Management Education 3.8 Recent Changes in Project Management Education 3.9 Designing Courses and Conducting Training 3.10 The Growth in Project Management Education 3.11 PM Ready: Empowering Young Changemakers with Project Management 3,12 Project Launching eSpelman at Spelman College: Project Management Approaches in Online Education 3.13 Project Management is a Profession 3.14 Corporate Training: How Education Empowers Organizations to Overcome Project Management Challenges 3.15 How Consulting Helps Clients Overcome Project Management Challenges 3.16 Overcoming Global Project Management Challenges at GEA 3.17 Avalon Power and Light 4 BEST PRACTICES IN PROJECT MANAGEMENT 4.0 The Need for Capturing Best Practices   4.1 Step 1: Definition of a Best Practice   4.2 Step 2: Seeking Out Best Practices   4.3 Step 3: Validating the Best Practice   4.4 Step 4: Levels of Best Practices   4.5 Step 5: Management of Best Practices   4.6 Step 6: Revalidating Best Practices   4.7 Step 7: What to Do with a Best Practice   4.8 Step 8: Communicating Best Practices across the Company   4.9 Step 9: Ensuring Usage of the Best Practices   4.10 Common Beliefs   4.11 The Dark Side of Project Management Best Practices 4.12 Best Practices Library   4.13 Determining the Value of a Best Practice 4.14 Educational Best Practices 4.15 Education on Brainstorming Becomes a Best Practice 4.16 Apple Computer and Cell Phones 4.17 Intel Corporation and “Map Days” 4.18 Dashboards and Scorecards 4.19 Key Performance Indicators 5 TYPES OF PROJECT MANAGEMENT CHALLENGES 5.0 Introduction to Challenges 5.1 Understanding Solutions to Challenges 5.2 Unclear Requirements Challenges 5.3 Changing Requirements Challenges 5.4 Outdated Requirements Challenges 5.5 Stakeholder Engagement Challenges 5.6 Political Challenges 5.7 Scope Creep Challenges 5.8 Budget Constraint Challenges 5.9 Cash Flow Challenges 5.10 Heavy Focus on Profit Margin Challenges 5.11 Management Reserve Challenges 5.12 Unrealistic Schedules Challenges 5.13 Tradeoff Challenges 5.14 Competitive Priorities Challenges 5.15 Project Termination Challenges 5.16 Defining Success and Failure Criteria Challenges 5.17 Risk Management Challenges 5.18 Ineffective Communications Challenges 5.19 Lack of Accountability Challenges 5.20 Team Conflict Challenges 5.21 Workload Mismanagement Challenges 5.22 Skills Gap Challenges 5.23 Enterprise Project Management Methodologies Challenges 5.24 Common Global Environment Challenges 5.25 Identifying Project Management Challenges 5.26 Aligning Expectations Through Root Cause Analysis of Project Challenges 5.27 Blockchain in Cross-Border E-Commerce: Dubai Customs’ Path to Global Leadership 5.28 MTDG: The Helwan Tank Ammunition Facility Project 5.29 A Case Study on Overcoming Global Project Management Challenges 6 WORKFORCE MANAGEMENT CHALLENGES 6.0 Introduction 6.1 Workforce Expectations 6.2 Finding Critically Skilled Workers 6.3 The Inventory Skills Matrix 6.4 Staffing with Temporary and Contract Workers 6.5 The Technical Prima Donna Challenges 6.6 The Lazy Worker Challenges 6.7 The Team Friction Challenges 6.8 Walk the Halls Project Management 6.9 The Toxic Team Member Challenges 6.10 Creativity Boundary Conditions 6.11 Cognitive Biases and Challenges 6.12 Stakeholder Involvement in Project Management Challenges 6.13 Developing Project Workforce Backup Plans 6.14 Other Staffing Challenges 7 CULTURE CHALLENGES 7.0 Introduction 7.1 Creation of a Corporate Culture 7.2 Corporate Values 7.3 Types of Cultures 7.4 Cultures at Work 7.5 Texas Instruments 7.6 GEA and Heineken Collaboration: A Learning Experience 7.7 Indra Group: Building a Cohesive Culture 7.8 Disney 7.9 How COMAU Created a Culture of Data to Drive Performance 7.10 Barriers to Implementing Project Management in Emerging Markets 8 COMPLEXITY CHALLENGES 8.0 Introduction 8.1 The Complexity in Defining Complexity 8.2 Tradeoffs and Scope Changes 8.3 Prioritization of Constraints 8.4 Full-Time Versus Part-Time Assignments 8.5 Problem Solving and Decision-Making 8.6 Impact of Project Duration 8.7 Tracking Assumptions 8.8 The Importance of Business Value 8.9 Growth of Solution Providers 8.10 Classification Method for Demands and Projects Based on Level of Complexity 8.11 Project Management and Agile Approaches in Drug Development 8.12 Global Finance & Accounting Transformation – A Strategic Transition Initiative 9 SMALLER CHALLENGES 9.0 Introduction 9.1 Examples of Smaller Challenges 9.2 Information is Power Challenges 9.3 Outsourcing Challenges 9.4 Recognizing Achievements Challenges 10 MERGER, ACQUISITION AND PARTNERSHIP CHALLENGES 10.0 Introduction 10.1 Planning for Growth 10.2 Effects of Mergers and Acquisitions on Project Management 10.3 Effects of Partnerships on Project Management 10.4 Project Management Value-Added Chain 10.5 Preacquisition Decision Making 10.6 Landlords and Tenants 10.7 Solutions to Challenges 10.8 Integrations Results 10.9 Value Chain Strategies 10.10 Failure and Restructuring 10.11 Success after Two Years: A Stalled Saas Migration 10.12 Bridging Borders and Breaking Silos: Leading a Complex Multinational Infrastructure Rollout 10.13 The Global Leap: Project Management Strategies for International Growth 10.14 Project Study - X - From Barriers to Breakthroughs: A Smarter Approach 11 CHALLENGES WITH PROJECT MANAGEMENT METHODOLOGIES   11.0 Introduction   11.1 Excellence Defined   11.2 Recognizing the Need for Methodology Development   11.3 Enterprise Project Management Methodologies   11.4 Benefits of a Standard Methodology   11.5 Critical Components  11.6 The Importance of Benefits and Value 11.7 Valmet Customer Project Management 11.8 Hitachi: Program and Project Management Standardization in Global Projects    11.9 Howard Consulting: IT Operational Biopharmaceutical Efficiency Case Study 11.10 Project Management Tools and Socialized Project Management   11.11 Artificial Intelligence and Project Management 11.12 Listening to The Voices in Artificial Intelligence Deployments 11.13 Overcoming Project Challenges with AI: State of the Art – Generative AI – Open Innovation   11.14 Life-Cycle Phases  11.15 Churchill Downs Incorporated   11.16 Indra Group: The Need for a Methodology 11.17 Implementing the Methodology 11.18 Implementation Blunders   11.19 Overcoming Development and Implementation Barriers  11.20 Wärtsilä: Recognizing the Need for Supporting Tools   11.21 General Motors Powertrain Group   11.22 Indra: Closing the Project   11.23 When Traditional Methodologies May Not Work 11.24 Siemens: The Pill Before – Doping for Agile Transformation  12 CHALLENGES WITH INTEGRATED PROCESSES   12.0 Introduction   12.1 Understanding Integrated Management Processes   12.2 Evolution of Complementary Project Management Processes   12.3 Total Quality Management   12.4 Concurrent Engineering   12.5 Risk Management   12.6 Wärtsilä: The Need for Proactive Risk Management   12.7 Indra Group: When a Risk Becomes Reality (Issue Management)   12.8 The Failure of Risk Management   12.9 Defining Maturity Using Risk Management   12.10 Boeing Aircraft Company   12.11 Change Management   12.12 Other Management Processes  13 CHALLENGES INFORMAL PROJECT MANAGEMENT   13.0 Introduction   13.1 Informal versus Formal Project Management   13.2 Trust   13.3 Communication   13.4 Cooperation   13.5 Teamwork   13.6 Color-Coded Status Reporting   13.7 Crisis Dashboards   13.8 The Risks of Using Informal Project Management   14 INNOVATION PROJECT MANAGEMENT CHALLENGES   14.0 Introduction   14.1 The Failure of Success Challenges   14.2 One Size Fits All Challenges   14.3 Insufficient Line of Sight Challenges   14.4 Failure to Search for Ideas Challenges   14.5 Sense of Urgency Challenges   14.6 Intellectual Property Rights Challenges   14.7 Not Understanding the Relationship Between Creativity and Innovation Challenges   14.8 Too Many Assumptions Challenges 14.9 Innovation Funding Challenges 14.10 Cash Flow and Financial Uncertainty Challenges 14.11 Control, Control, and Control Challenges 14.12 Analysis-Paralysis Challenges 14.13 Naviair: On Time On Budget 14.14 Ericsson: Managing Change Within Research and Development at Business Area Networks 14.15 Building Tomorrow’s Homes, Today: MBRHE’s Triumph in Landmark 3D-Printed Villa 15 PROJECT MANAGEMENT OFFICES   15.0 Introduction   15.1 No PMO, No Problem. Just Ask Boeing   15.2 Churchill Downs Incorporated: Establishing a PMO   15.3 Churchill Downs Incorporated: Managing Scope Changes   15.4 Types of Project Offices   15.5 Project Audits and the PMO   15.6 PMO of the Year Award   16 GLOBAL PROJECT MANAGEMENT EXCELLENCE 16.0 Introduction 16.1 IBM: Overcoming Project Management Challenges 16.2 Deloitte and Enterprise Value Delivery for Agile Delivery 16.3 Deloitte: Enterprise Program Management

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Author Information

HAROLD KERZNER, PH.D., is Senior Executive Director for Project Management at the International Institute for Learning. He has authored more than sixty books, including Project Management: A Systems Approach and Best Practices in Project Management. Dr. Kerzner has consulted with major corporations and government agencies worldwide, providing expertise in project strategy, portfolio optimization, and executive leadership. His contributions have been recognized with numerous honors, including the PMI® Kerzner Award and the ISIPM International Award.

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