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| benchmarking in project management: Effective Management of Benchmarking Projects Mohamed Zairi, 2010-02-17 Effective Management of Benchmarking Projects shows you how to apply benchmarking to a variety of projects. Effective Management of Benchmarking Projects equips the project team or manager with all the necessary competence for managing projects effectively. This practical book begins with definitions of 'what to benchmark' and ends with a stimulating real case study where a benchmarking project was conducted by observing all the necessary rules and with total adherence to the various protocols. This book deals with the application of benchmarking. It gives real examples of effective applications from such companies as: Rank Xerox, D2D, American Express, Rover, Texas Instruments. |
| benchmarking in project management: Measuring Performance and Benchmarking Project Management at the Department of Energy National Research Council, Division on Engineering and Physical Sciences, Board on Infrastructure and the Constructed Environment, Committee for Oversight and Assessment of U.S. Department of Energy Project Management, 2005-08-01 In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the National Research Council (NRC) to carry out a series of assessments of project management at the Department of Energy (DOE). The final report in that series noted that DOE lacked an objective set of measures for assessing project management quality. The department set up a committee to develop performance measures and benchmarking procedures and asked the NRC for assistance in this effort. This report presents information and guidance for use as a first step toward development of a viable methodology to suit DOE's needs. It provides a number of possible performance measures, an analysis of the benchmarking process, and a description ways to implement the measures and benchmarking process. |
| benchmarking in project management: The Benchmarking Book Tim Stapenhurst, 2009-06-04 With growing demands for increased operational efficiency and process improvement in organizations of all sizes, more and more companies are turning to benchmarking as a means of setting goals and measuring performance against the products, services and practices of other organizations that are recognized as leaders. The Benchmarking Book is an indispensable guide to process improvement through benchmarking, providing managers, practitioners and consultants with all the information needed to carry out effective benchmarking studies. Covering everything from essential theory to important considerations such as project management and legal issues, The Benchmarking Book is the ideal step-by-step guide to assessing and improving your company’s processes and performance through benchmarking. |
| benchmarking in project management: The Benchmarking Management Guide , 1993-06-01 Written for managers, this powerful guide produced by the American Productivity and Quality Center (APQC), outlines the fundamentals for planning, organizing, and introducing benchmarking into the workplace. Filled with information gleaned from surveys of 87 International Benchmarking Clearinghouse members, it provides unique insight, enabling organizations to better plan their own benchmarking efforts. Within eight appendices, there is a wide spectrum of additional useful knowledge, including definitions of legal and moral behavior in the context of benchmarking, and a comparison of the numerous steps involved in its implementation. The text also includes an extensive bibliography of benchmarking and total quality management literature. |
| benchmarking in project management: Measuring Performance and Benchmarking Project Management at the Department of Energy National Research Council, Division on Engineering and Physical Sciences, Board on Infrastructure and the Constructed Environment, Committee for Oversight and Assessment of U.S. Department of Energy Project Management, 2005-09-01 In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the National Research Council (NRC) to carry out a series of assessments of project management at the Department of Energy (DOE). The final report in that series noted that DOE lacked an objective set of measures for assessing project management quality. The department set up a committee to develop performance measures and benchmarking procedures and asked the NRC for assistance in this effort. This report presents information and guidance for use as a first step toward development of a viable methodology to suit DOE's needs. It provides a number of possible performance measures, an analysis of the benchmarking process, and a description ways to implement the measures and benchmarking process. |
| benchmarking in project management: Project Management Maturity Model J. Kent Crawford, 2006-07-24 Assisting organizations in improving their project management processes, the Project Management Maturity Model defines the industry standard for measuring project management maturity.Project Management Maturity Model, Second Edition provides a roadmap showing organizations how to move to higher levels of organizational behavior, improving |
| benchmarking in project management: Benchmarking in Health Care Joint Commission Resources, Inc, 2012 Benchmarking--comparing one's performance against internal or external sources--can be the cornerstone of many performance improvement initiatives in health care organizations. These projects are carried out for a variety of reasons: to enhance patient outcomes, streamline patient care delivery systems, reduce costs, and comply with local, state, or national initiatives, including accreditation and health care reform requirements. For organizations to successfully accomplish these objectives, they must be able to benchmark their performance within their facilities, over time, and against other organizations. Benchmarking in Health Care is an updated edition of a JCR best seller that provides organizations with step-by-step instructions to successfully design and implement benchmarking projects in their facilities as part of comprehensive performance improvement programs. Topics covered include the following: * Defining internal and external benchmarking * Complying with Joint Commission and Joint Commission * International benchmarking-related standards * Planning and organizing a benchmarking project, including gaining leadership support and assembling and organizing a team * Choosing appropriate benchmarking partners * Identifying and using appropriate global benchmarking databases * Collecting, analyzing, benchmarking, and presenting data * Using benchmarking data to drive improvement * Case studies from organizations around the world that are using benchmarking projects as integral components of performance improvement initiatives Help your staff to design and implement a successful benchmarking project in your organization! |
| benchmarking in project management: Benchmarking Robert C. Camp, 2024-11-01 Written by Dr. Robert Camp, universally regarded as the founding father of the benchmark process, this bestseller is quite simply the definitive reference on the topic. Camp guides readers through the historic ten-step benchmarking process that he developed while at Xerox. This process is credited with reviving that company when it was floundering in 1979. Camp presents other examples of the process, including its dramatic application to L.L. Bean. He uses these examples to show managers how to relate benchmarking to their own circumstances and then provides them with expert strategy and tips so that they can efficiently and easily launch their own quest for best performance. |
| benchmarking in project management: Effective Benchmarking Mohamed Zairi, 1996-05-31 This book provides the reader with inside knowledge about the application and workability of the concept of benchmarking in different industrial contexts. It takes a practical approach, including case studies in benchmarking applications from a cross-section of industry and commerce, and promotes state-of-the-art thinking and innovation through the use of benchmarking. It is the key text for senior managers, project teams, trainers and consultants in benchmarking and quality management. Effective Benchmarking features include: 20 case studies from nine different sectors; evidence that benchmarking can help achieve competitive advantage; numerous tips and useful information. |
| benchmarking in project management: Leading Complex Projects Edward W. Merrow, Neeraj Nandurdikar, 2018-05-01 Quantitative analysis of outcomes vs PMs at the individual level Leading Complex Projects takes a unique approach to post-mortem analysis to provide project managers with invaluable insight. For the first time, individual PM characteristics are quantitatively linked to project outcomes through a major study investigating the role of project leadership in the success and failure of complex industrial projects; hard data on the backgrounds, education, and personality characteristics of over 100 directors of complex projects is analyzed against the backdrop of project performance to provide insight into controllable determinants of outcomes. By placing these analyses alongside their own data, PMs will gain greater insight into areas of weakness and strength, locate recurring obstacles, and identify project components in need of greater planning, oversight, or control. The role of leadership is to deliver results; in project management, this means taking responsibility for project outcomes. PMs are driven by continuous improvement, and this book provides a wealth of insight to help you achieve the next step forward. Understand why small, simple projects consistently outperform larger, more complex projects Delve into the project manager's role in generating successful outcomes Examine the data from over 100 PMs of complex industrial projects Link PM characteristics to project outcome to find areas for improvement Complex industrial projects from around the world provide a solid basis for quantitative analysis of outcomes—and the PMs who drive them. Although the majority of the data is taken from projects in the petroleum industry, the insights gleaned from analysis are widely applicable across industry lines for PMs who lead complex projects of any stripe. Leading Complex Projects provides clear, data-backed improvement guidance for anyone in a project management role. |
| benchmarking in project management: The Capability Maturity Model Mark C. Paulk, 1995 Principal Contributors and Editors: Mark C. Paulk, Charles V. Weber, Bill Curtis, Mary Beth Chrissis In every sense, the CMM represents the best thinking in the field today... this book is targeted at anyone involved in improving the software process, including members of assessment or evaluation teams, members of software engineering process groups, software managers, and software practitioners... From the Foreword by Watts Humphrey The Capability Maturity Model for Software (CMM) is a framework that demonstrates the key elements of an effective software process. The CMM describes an evolutionary improvement path for software development from an ad hoc, immature process to a mature, disciplined process, in a path laid out in five levels. When using the CMM, software professionals in government and industry can develop and improve their ability to identify, adopt, and use sound management and technical practices for delivering quality software on schedule and at a reasonable cost. This book provides a description and technical overview of the CMM, along with guidelines for improving software process management overall. It is a sequel to Watts Humphrey's important work, Managing the Software Process, in that it structures the maturity framework presented in that book more formally. Features: Compares the CMM with ISO 9001 Provides an overview of ISO's SPICE project, which is developing international standards for software process improvement and capability determination Presents a case study of IBM Houston's Space Shuttle project, which is frequently referred to as being at Level 5 0201546647B04062001 |
| benchmarking in project management: Benchmarking Bengt Karlöf, Svante Östblom, 1993 This is an introduction to a systematic process whereby business managers can compare the efficiency of their own companies, in terms of productivity, quality and practices, with that of other organizations. |
| benchmarking in project management: Collaboration and Integration in Construction, Engineering, Management and Technology Syed M. Ahmed, Paul Hampton, Salman Azhar, Amelia D. Saul, 2020-12-21 This book gathers papers presented at the 11th International Conference on Construction in the 21st Century, held in London in 2019. Bringing together a diverse group of government agencies, academics, professionals, and students, the book addresses issues related to construction safety, innovative technologies, lean and sustainable construction, international construction, improving quality and productivity, and innovative materials in the construction industry. In addition, it highlights international collaborations between various disciplines in the areas of construction, engineering, management, and technology. The book demonstrates that, as the industry moves forward in an ever-complex global economy, multi-national collaboration is crucial, and its future growth will undoubtedly depend on international teamwork and alliances. |
| benchmarking in project management: Benchmarking for Best Practices Christopher E. Bogan, Michael J. English, 1994 Packed with dramatic case studies, this step-by-step guide shows managers how to adopt the seminal benchmarking techniques revolutionizing quality at companies like Federal Express, AT&T, and other industry leaders. Features timesaving tips, evaluation charts, graphs, ethics, and antitrust guidelines. 50 illus. |
| benchmarking in project management: Benchmarking — Theory and Practice Asbjørn Rolstadås, 2013-06-05 Lecturers and researchers in the areas of industrial engineering, quality management and business development, and middle and higher management in business or technology- oriented positions, will find this book invaluable. |
| benchmarking in project management: Organizational Project Management Maturity Model (OPM3) Project Management Institute, 2008 A second edition provides tools for organizations to measure their maturity against a comprehensive set of best practices, providing updated coverage of current PMI standards, guidelines for promoting smoother transitions and strategies for eliminating redundancy. |
| benchmarking in project management: Benchmarking in the Process Industries Munir Ahmad, Roger Benson, 1999 Aimed at introducing the subject of benchmarking to the process industries, this book is based on practical experience of over 2000 process plants. It provides guidance on how to benchmark, where to find the benchmarks, how to quantify the gaps intended and suggests the impact of improving manufacturing in the process industries. This book provides the framework, measures and industry world-class targets to allow organizations to maximise its potential. |
| benchmarking in project management: Quality Management Marco Sartor, Guido Orzes, 2019-05-09 The book describes the most important quality management tools (e.g. QFD, Kano model), methods (e.g. FMEA, Six Sig-ma) and standards (e.g. IS0 9001, ISO 14001, ISO 27001, ISO 45001, SA8000). It reflects recent developments in the field. It is considered a must-read for students, academics, and practitioners. |
| benchmarking in project management: Performance Management Asbjørn Rolstadås, 1994-12-31 This book should be of interest to technical managers, manufacturing and industrial engineers, and graduate students in IE and quality. |
| benchmarking in project management: Proceedings of Government/Industry Forum National Research Council, Division on Engineering and Physical Sciences, Board on Infrastructure and the Constructed Environment, Committee for Oversight and Assessment of U.S. Department of Energy Project Management, 2002-05-29 Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors. The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management. |
| benchmarking in project management: Software Cost Estimation, Benchmarking, and Risk Assessment Adam Trendowicz, 2013-01-10 Software effort estimation is a key element of software project planning and management. Yet, in industrial practice, the important role of effort estimation is often underestimated and/or misunderstood. In this book, Adam Trendowicz presents the CoBRA method (an abbreviation for Cost Estimation, Benchmarking, and Risk Assessment) for estimating the effort required to successfully complete a software development project, which uniquely combines human judgment and measurement data in order to systematically create a custom-specific effort estimation model. CoBRA goes far beyond simply predicting the development effort; it supports project decision-makers in negotiating the project scope, managing project risks, benchmarking productivity, and directing improvement activities. To illustrate the method’s practical use, the book reports several real-world cases where CoBRA was applied in various industrial contexts. These cases represent different estimation contexts in terms of software project environment, estimation objectives, and estimation constraints. This book is the result of a successful collaboration between the process management division of Fraunhofer IESE and many software companies in the field of software engineering technology transfer. It mainly addresses software practitioners who deal with planning and managing software development projects as part of their daily work, and is also of interest for students or courses specializing in software engineering or software project management. |
| benchmarking in project management: The Handbook for Quality Management, Second Edition Thomas Pyzdek, Paul A. Keller, 2012-12-14 The definitive guide to organizational excellence--completely updated Fully revised for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/QE) Body of Knowledge, The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition offers in-depth guidance on effectively applying the principles of quality management in today's business environment and delivering superior results. Designed to help you prepare for and pass the ASQ CMQ/QE exam, this authoritative volume also serves as an essential on-the-job reference. Coverage includes: Business-integrated quality systems Organizational structures The quality function Approaches to quality Customer-focused organizations Integrated planning Strategic planning Understanding customer expectations and needs Benchmarking Organizational assessment Process control Quantifying process variation Quality audits Supply chain management Continuous improvement Effective change management Six Sigma methodology, including detailed descriptions of the DMAIC and DMADV approaches Management of human resources Motivation theories and principles Management styles Resource requirements to manage the quality function Over the past 40 years, the quality management discipline has undergone steady evolution from disparate quality assurance efforts to strategic, business-integrated functions. Today's quality manager must be able to plan and implement measurable, cost-effective process-improvement initiatives across the organization. Written by two of the foremost authorities on the subject and fully updated for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge, The Handbook for Quality Management, Second Edition provides an operational guide to the proper understanding and application of quality management in the current business environment. It serves as a primary reference source for an organization's quality program and for anyone seeking to pass the CMQ/OE exam, given by the ASQ. The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition: Clearly defines quality management principles and their application within a cross section of industries Integrates the application of Theory of Constraints, Six Sigma, and Lean thinking into the Quality Management discipline Contains detailed methods for planning, including customer needs recognition, benchmarking, and organizational assessments Discusses controls such as statistical process control, audits, and supply chain management Explains the stages of continuous improvement Incorporates classic motivation theory with more current management practices advocated by Joiner, Senge, and Deming, among others Features simulated and past exam questions to help you study for the ASQ CMQ/OE exam with answers that can be found at www.mhprofessional.com/HQM2 |
| benchmarking in project management: Encyclopedia of Human Resources Information Systems: Challenges in e-HRM Torres-Coronas, Teresa, Arias-Oliva, Mario, 2008-07-31 Analyzes key critical HR variables and defines previously undiscovered issues in the HR field. |
| benchmarking in project management: Modern Facility and Workplace Management Alexander Redlein, 2020-01-31 This book adopts a multidimensional approach to explain current practices and trends in facility management. Presenting both research and practical insights from around the globe and providing definitions, examples and case studies, it allows readers to gain an understanding of corporate real estate, as well as asset, property, and facility management in the context of digital transformation, sustainability practice and process optimisation. The authors also discuss the latest trends in workplace management, the use of emerging technologies to optimise provision of facility services, and change management to implement new processes and reporting. A good mix of theory and practice, including a diverse set of examples, provide a constructive learning experience to the reader. |
| benchmarking in project management: Fundamentals of Project Management James P. Lewis, 2002 Updated concepts and tools to set up project plans, schedule work, monitor progress-and consistently achieve desired project results.In today's time-based and cost-conscious global business environment, tight project deadlines and stringent expectations are the norm. This classic book provides businesspeople with an excellent introduction to project management, supplying sound, basic information (along with updated tools and techniques) to understand and master the complexities and nuances of project management. Clear and down-to-earth, this step-by-step guide explains how to effectively spearhead every stage of a project-from developing the goals and objectives to managing the project team-and make project management work in any company. This updated second edition includes: * New material on the Project Management Body of Knowledge (PMBOK) * Do's and don'ts of implementing scheduling software* Coverage of the PMP certification offered by the Project Management Institute* Updated information on developing problem statements and mission statements* Techniques for implementing today's project management technologies in any organization-in any industry. |
| benchmarking in project management: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| benchmarking in project management: Academic Library Statistics Association of Research Libraries, 1985 |
| benchmarking in project management: Advanced Project Management Harold Kerzner, 2003-12-01 ADVANCED PROJECT MANAGEMENT AUTHORITATIVE STRATEGIES FOR IMPLEMENTING PROJECT MANAGEMENT Senior managers at world-class corporations open their office doors to discuss case studies that demonstrate their thought processes and actual strategies that helped them lead their companies to excellence in project management in less than six years! Following the Project Management Institute’s Body of Knowledge (PMBOK®), industry leaders address: Project risk management Project portfolio management The Project Office Project management multinational cultures Integrated project teams and virtual project teams |
| benchmarking in project management: Project Management Harold Kerzner, 2009-04-03 The landmark project management reference, now in a new edition Now in a Tenth Edition, this industry-leading project management bible aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI®'s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: New sections on scope changes, exiting a project, collective belief, and managing virtual teams More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management 400 discussion questions More than 125 multiple-choice questions (PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.) |
| benchmarking in project management: The Strategic Project Office J. Kent Crawford, 2001-11-05 Describing the initiation, design, execution, and control of a strategic project office, this book provides step-by-step instructions for establishing a PMO. The author emphasizes cost management, cultural change, risk assessment, resource allocation, and skills tracking to increase project value, organizational efficiency, and productivity. He explores various aspects relating to planning and implementing the strategic project office, and concludes by considering how to change the organizational culture to match the new organization. Concise and easy, the book covers the many pitfalls and minefields and provide strategies to avoid them. |
| benchmarking in project management: The Agile Enterprise Mario E. Moreira, 2017-03-14 Discover how to implement and operate in an Agile manner at every level of your enterprise and at every point from idea to delivery. Learn how Agile-mature organizations adapt nimbly to microchanges in market conditions. Learn cutting-edge practices and concepts as you extend your implementation of Agile through the entire enterprise to meet customer needs. Veteran Agile coach Mario Moreira argues that two critical conditions must be conscientiously cultivated at a company before it can expect to reap in full measure the business benefits of mature Agile. First, individuals at every level must be committed to the mindset and the implementation of practices rigorously focused on delivering value to the customer. Second, all employees must be empowered to take ownership. This holistic transformation wrenches the status quo and provokes a strong focus where customers and employees matter. What You'll Learn Establish an idea pipeline to quickly and productively evolve customer value through all levels of the enterprise Incorporate a discovery mindset—experimental, incremental, design, and divergent thinking—and fast feedback loops to increase the odds that what you build aligns more closely to what customer wants Leverage Lean Canvas, personas, story mapping, value stream mapping, Cost of Delay, servant leadership, self-organization, and more to deliver optimum value to customers Use continuous agile budgeting and idea pipelines at the senior levels of the enterprise to enable you to adapt to the speed of the market Reinvent human resources, portfolio management, finance, and many areas of management toward new roles in the enablement of customer value Map a top-to-bottom and end-to-end holistic view of your Agile galaxy to gauge where you are today and where you’d like to go in your Agile future Be truly Agile throughout your enterprise, focused on customer value and employees above all else Who This Book Is For Executives and senior management; sponsors of Agile within a company; ScrumMasters and Agile coaches, champions, and consultants; project management and quality assurance officers (PMOs and AMOs); portfolio managers; product managers and product owners; marketing and business managers; functional, middle, and resource managers; engineering heads and managers; cross-functional engineering/scrum teams; and entrepreneurs and venture capitalists |
| benchmarking in project management: Managing the Supply Chain J.L. Gattorna, David Walters, 1996-08-16 This text takes an updated view of the issues involved in supply chain management in today's business environment. In the 1990s, many businesses have gone through a number of changes, in particular through focusing on core activities and divesting themselves of many of the support functions traditionally carried out 'in house'. This development has led to the necessity for a broader concept of logistics that embraces the functions of both suppliers and customers into an integrated supply chain. The consequence of this is that the fundamental disciplines of logistics management must be reviewed and modified. Within this framework, the text addresses topics such as: - Value chain analysis - Activity based costing - Strategic partnerships and alliances - International operations - Optimisation - Best practice and benchmarking The book is ideal for students and practitioners in the field of logistics and supply chain management. |
| benchmarking in project management: Using the Project Management Maturity Model Harold Kerzner, 2011-11-29 Updated for today's businesses-a proven model FOR assessment and ongoing improvement Using the Project Management Maturity Model, Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project management into every part of their organizations. Conveniently organized into two sections, this Second Edition begins with an examination of strategic planning principles and the ways they relate to project management. In the second section, PMMM is introduced with in-depth coverage of the five different levels of development for achieving maturity. Easily adaptable benchmarking instruments for measuring an organization's progress along the maturity curve make this a practical guide for any type of company. Complete with an associated Web site packed with both teaching and learning tools, Using the Project Management Maturity Model, Second Edition helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence. |
| benchmarking in project management: Strategic Benchmarking Reloaded with Six Sigma Gregory H. Watson, 2008-03-31 A new update of the classic text on benchmarking Strategic Benchmarking Reloaded with Six Sigma updates benchmarking, the revolutionary business performance methodology, by adding statistical concepts from Six Sigma. These two methodologies combine to form a powerful platform for improving any company's overall performance. This new revision reviews the first twenty-five years of development in benchmarking and features new appendices, case studies, and topics, making this the most complete and comprehensive coverage of the subject available. Topics include: Stimulating business improvement with benchmarking Linking Six Sigma to strategic planning and benchmarking Understanding the essence of process benchmarking Making statistical comparisons in benchmarking Applying benchmarking results for maximum utility Reviewing lessons learned from old case studies Conducting a strategic benchmarking study Performing an operational benchmarking study Mainstreaming benchmarking into strategic planning Creating a sustainable benchmarking capability Plus: appendices covering the benchmarking code of conduct, operating procedures, and Web resources |
| benchmarking in project management: Marketing Research for Managers Sunny Crouch, Matthew Housden, 2012-06-25 The purpose of Marketing Research for Managers is to enable managers to become more informed research users and buyers. The more managers know about how marketing research works, the more effective they can be in using it as a management tool. This new edition of the text includes: * The development of the knowledge economy * Analysis of customer relationship management * Comprehensive discussion of electronic techniques * New and updated case studies and examples |
| benchmarking in project management: The AMA Handbook of Project Management Paul C. Dinsmore, Jeannette Cabanis-Brewin, 2006 The authoritative guide to project management...completely revised to meet the accelerating pace of today''s project environment. |
| benchmarking in project management: Benchmarking Carol Jean McNair, Kathleen H. J. Leibfried, 1994 Benchmarking is a way for a company to achieve a state of continuous improvement, judging every aspect of its product against the top competitors in order to beat the best of the best. This book shows how it can be applied throughout every aspect of business, including internal functions such as customer support, purchasing, accounts payable, MIS and other areas. The book features special blueprints based on Coopers and Lybrand's consulting experience for implementing, managing and evaluating a benchmarking programme. |
| benchmarking in project management: Effective Management of Benchmarking Projects Mohamed Zairi, 2010-02-17 Effective Management of Benchmarking Projects shows you how to apply benchmarking to a variety of projects. Effective Management of Benchmarking Projects equips the project team or manager with all the necessary competence for managing projects effectively. This practical book begins with definitions of 'what to benchmark' and ends with a stimulating real case study where a benchmarking project was conducted by observing all the necessary rules and with total adherence to the various protocols. This book deals with the application of benchmarking. It gives real examples of effective applications from such companies as: Rank Xerox, D2D, American Express, Rover, Texas Instruments. |
| benchmarking in project management: Don't Park Your Brain Outside Francis T. Hartman, 2000 SMART projects are strategically managed, aligned, regenerative, and transitional. Hartman examines projects from a stakeholder perspective and with a manager's eye toward keeping stakeholders healthy and happy. |
| benchmarking in project management: Project Management Lessons Learned Mel Bost, 2018-06-14 Lessons Learned is an important phase in project management. This is when organizations can pave the way for future project success by documenting mistakes so they are not repeated and recording best practices so they are repeated. This book covers the important role a project management office (PMO) plays in promoting lessons learned. Project managers learn how to improve processes by applying lessons learned. The book emphasizes actionability, or producing a process improvement that can be acted upon by anyone in the PMO or project team. |
Best Practice in Benchmarking - GOV.UK
Benchmarking – the process of comparing projected or actual project cost and performance information against information from similar projects – is critical in selecting the right projects …
The importance of benchmarking in project management
Benchmarking in project management helps take the guesswork out of projects by enabling a clearer understanding of success and progress. You can achieve this deeper level of …
Improving Project Management Through Benchmarking
Emphasize to get an overview of the involved orga-nizations’ project management processes and practices, before deciding on one process to benchmark. Emphasize to define metrics and …
Benchmarking project management maturity in two …
Benchmarking project management maturity in two organisations A case study focusing on the value of having an established project management model in an organisation
An Effective Approach for Benchmarking Implementation
Results: A guideline and template were proposed to simplify the adoption of benchmarking techniques. A conceptual framework was proposed by integrating the Deming’s PDCA and Six …
Benchmarking of Project Planning and Success in Selected
The paper introduces a valid field study, exploring project management practices in four industries and identifies the one which may be used as a benchmark for the others. It also identifies …
Project Management Best Practice Benchmarks - PM Solutions
We compare the responses of high-performing organizations to low-performing organizations to determine whether there are any particular practices that stand out and might represent “best …
What the Fortune 500 Know About PM Best Practices
Project Management Benchmarking Forum has spent a year exploring the success factors and best practices for project management in the context of a functional organization.
The Adoption of Benchmarking Principles for Project …
benchmarking principles can be applied to improve project management process and performance. The benefits and challenges of benchmarking management of projects are also …
Triangle benchmarking in practice - isbsg.org
BENCHMARKING SCOPE MANAGEMENT Observations about PM triangle ”If you can’t measure it, you cannot manage it!” – For management purposes all three dimensions need to be …
A Report by the FDOT in Partnership with the FHWA - Project …
PMBOK examines organizational types as well as strategies for managing projects. By examining organizational structures and cultures, it provides context for the utilization of project …
The Benchmarking Book: A How-to-Guide to Best Practice for …
Phase 1: The Benchmarking Process: Internal Preparation 3 Selecting a Project and Commissioning the Team lntroduction Deliverable 3.1 Types of Benchmarking Project 3.2 …
Capturing Project Management Best Practices - PM World …
common forms of project management benchmarking are operational benchmarking and strategic benchmarking. Operational benchmarking focuses on the processes, tools, and techniques …
A Pilot Study in Benchmarking Project Management
Performance in project management is critical to the success of EG&G’s mis-sion. This, supplemented by the percep-tion that improvement could be realized, made project …
Benchmarking Capability Tool Guidance - GOV.UK
Benchmarking – the process of comparing projected or actual project cost and performance information against data from similar projects – is critical to selecting the right projects and …
Benchmarking Organizational Project Management Capability
ProMMM acts as a benchmark for organizational project management capability, describing four increasing levels, with defined stages along the way against which organizations can …
Measures of Project Management Performance and Value
That said, below are my choices for the top 10 measures an organization should benchmark to lead to project management success. The measures should be indexed—that is, averaged …
Cost analysis and benchmarking - RICS
Benchmarking is the process of collecting and comparing data within an organisation or external to an organisation to identify the ‘best in class’. The elemental cost plan (or cost plan) can be …
Benchmarking Project Management Maturity: Moving to …
Effective project management deployment requires a clear under-standing of current project management maturity and the steps re-quired to move to higher levels of performance. That …
Measuring Performance and Benchmarking Project …
2 measuring performance and benchmarking project management at doe consistently over time and used for internal and external benchmarking, the measures will provide the information …
Best Practice in Benchmarking - GOV.UK
Benchmarking – the process of comparing projected or actual project cost and performance information against information from similar projects – is critical in selecting the right projects …
The importance of benchmarking in project management
Benchmarking in project management helps take the guesswork out of projects by enabling a clearer understanding of success and progress. You can achieve this deeper level of …
Improving Project Management Through Benchmarking
Emphasize to get an overview of the involved orga-nizations’ project management processes and practices, before deciding on one process to benchmark. Emphasize to define metrics and …
Benchmarking project management maturity in two …
Benchmarking project management maturity in two organisations A case study focusing on the value of having an established project management model in an organisation
An Effective Approach for Benchmarking Implementation
Results: A guideline and template were proposed to simplify the adoption of benchmarking techniques. A conceptual framework was proposed by integrating the Deming’s PDCA and Six …
Benchmarking of Project Planning and Success in Selected
The paper introduces a valid field study, exploring project management practices in four industries and identifies the one which may be used as a benchmark for the others. It also identifies …
Project Management Best Practice Benchmarks - PM Solutions
We compare the responses of high-performing organizations to low-performing organizations to determine whether there are any particular practices that stand out and might represent “best …
What the Fortune 500 Know About PM Best Practices
Project Management Benchmarking Forum has spent a year exploring the success factors and best practices for project management in the context of a functional organization.
The Adoption of Benchmarking Principles for Project …
benchmarking principles can be applied to improve project management process and performance. The benefits and challenges of benchmarking management of projects are also …
Triangle benchmarking in practice - isbsg.org
BENCHMARKING SCOPE MANAGEMENT Observations about PM triangle ”If you can’t measure it, you cannot manage it!” – For management purposes all three dimensions need to be …
A Report by the FDOT in Partnership with the FHWA - Project …
PMBOK examines organizational types as well as strategies for managing projects. By examining organizational structures and cultures, it provides context for the utilization of project …
The Benchmarking Book: A How-to-Guide to Best Practice …
Phase 1: The Benchmarking Process: Internal Preparation 3 Selecting a Project and Commissioning the Team lntroduction Deliverable 3.1 Types of Benchmarking Project 3.2 …
Capturing Project Management Best Practices - PM World …
common forms of project management benchmarking are operational benchmarking and strategic benchmarking. Operational benchmarking focuses on the processes, tools, and techniques …
A Pilot Study in Benchmarking Project Management
Performance in project management is critical to the success of EG&G’s mis-sion. This, supplemented by the percep-tion that improvement could be realized, made project …
Benchmarking Capability Tool Guidance - GOV.UK
Benchmarking – the process of comparing projected or actual project cost and performance information against data from similar projects – is critical to selecting the right projects and …
Benchmarking Organizational Project Management Capability
ProMMM acts as a benchmark for organizational project management capability, describing four increasing levels, with defined stages along the way against which organizations can …
Measures of Project Management Performance and Value
That said, below are my choices for the top 10 measures an organization should benchmark to lead to project management success. The measures should be indexed—that is, averaged …
Cost analysis and benchmarking - RICS
Benchmarking is the process of collecting and comparing data within an organisation or external to an organisation to identify the ‘best in class’. The elemental cost plan (or cost plan) can be …
Benchmarking Project Management Maturity: Moving to …
Effective project management deployment requires a clear under-standing of current project management maturity and the steps re-quired to move to higher levels of performance. That …
