A Standard for Enterprise Project Management

Providing structured yet adaptable models of project success within an organization, A Standard for Enterprise Project Management explains each of the basic elements needed for project success and integrates them into a balanced life-cycle continuum. It also supplies an inventory of practical policies, procedures, techniques, and templates for consistent management of projects.

The book first discusses project authorization and initiation, followed by analysis and planning. It then covers execution, control, and closure. Each phase contains an explanation and an illustration of how to optimize success. Throughout the text, the author refers to numerous appendices that constitute both blank and completed templates. He provides details on how to use these tools, with an emphasis on balancing the benefits of standardization and the need for flexibility.

The accompanying downloadable resources encompass a color version of the book with four bonus features:

1. Quick start with Project 2003 that offers a one-page tutorial and three pages of screen prints designed to quickly generate readable and concise project plans
2. Complex project readiness grid that suggests how to manage intricate interrelationships in a project or program environment
3. Project management competency development grid that outlines a program for developing key skills among project managers within an organization
4. Traceability matrix that illustrates how various levels of requirements and final solutions are interrelated

This book offers a painless guide to quickly getting business initiatives out of the clouds and onto the ground. Blending the rigor and discipline of project management with the thoroughness of business analysis, it shows how to successfully build, complement, and enhance project management and business analysis in any organization.

Michael S. Zambruski has been providing professional project management, business analysis, and training for a wide variety of multibillion-dollar international firms; small, fast-growing companies; and entrepreneurs for more than 25 years. His diverse background covers both the service and product sectors, with industry experience in telecommunications, information technology, health care, higher education, environmental services, consumer goods and services, advertising, banking, real estate, and aerospace, as well as in the federal government―both civilian and military. His assignments have involved service and product management, process redesign, business development, engineering, manufacturing, quality control, product distribution, strategic marketing, and technology integration. His achievements include organizing multimillion-dollar projects, expanding market performance, designing financial decision models, creating new service concepts, leading crisis-reaction teams, and building project management offices at diverse organizations that include Unisys, UMass Memorial Medical Center, Yale University, CIGNA, Lucent, SBC, and Boeing. His first book, The Business Analyzer & Planner (AMACOM, 1999), presented a unique seven-phase methodology for understanding the fundamental issues behind problems and opportunities, and then mapping out alternatives for optimal results. His articles published by ESI International include “Organizing Structure in the Midst of Chaos” (2005), “Establishing Clear Project Management Guidelines” (2006), and “The Portability of Project Management” (2007). Mr. Zambruski has taught business courses for Quinnipiac University, the University of New Haven, the University of Phoenix Online, and Boston University’s Project Management program. He holds an M.B.A. from Southern Illinois University and a B.A./B.S. from Georgetown University. He is certified as a project management professional (PMP®) by the Project Management Institute (PMI®), of which he is a member and holds the Advanced Master’s Certificate in project management from George Washington University. His e-mail address is Michael.Zambruski@snet.net.