Cover image for The FAST FORWARD MBA in Project Management

The FAST FORWARD MBA in Project Management

Author Eric Verzuh
Release Date: 2008/04/01
ISBN: 9780470247891
Topic:
0%
30
Chapters
0-1
Hours read
0k
Total Words
    Start Reading Now    
       Add to Wishlist       
View table of contents

Book Description

This is one of the bestselling books ever published on the topic of project management. Now in a revised new third edition, it presents you with a wealth of proven techniques for managing projects-from establishing project objectives to building schedules to projecting costs. It includes all the basics on defining, planning, and tracking a project, as well as building stronger project teams. This new edition includes new chapters on Agile Project Management, PMI exam prep, and more.

Table of Contents

  1. Copyright
  2. ACKNOWLEDGMENTS
  3. ABOUT THE AUTHOR
  4. PREFACE
  5. DOWNLOADABLE FORMS
  6. 1. Introduction
    1. 1. Project Management Is the New Critical Leadership Skill
      1. 1.1. INTRODUCTION
      2. 1.2. PROJECT MANAGEMENT IS THE ESSENTIAL SKILL SET FOR TWENTY-FIRST CENTURY LEADERS
      3. 1.3. PROJECT MANAGEMENT AS A STRATEGIC STRENGTH
      4. 1.4. THE ART AND SCIENCE OF PROJECT LEADERSHIP
      5. 1.5. THE PRACTICAL FOUNDATION FOR SUCCESSFUL PROJECTS: HOW THIS BOOK WILL HELP YOU
      6. 1.6. PROJECT MANAGEMENT RELIES ON OTHER DISCIPLINES
      7. 1.7. END POINT
      8. 1.8. Stellar Performer: OrthoSpot
    2. 2. Foundation Principles of Project Management
      1. 2.1. INTRODUCTION
      2. 2.2. PROJECTS REQUIRE PROJECT MANAGEMENT
      3. 2.3. The Challenge of Managing Projects
      4. 2.4. THE EVOLUTION OF A DISCIPLINE
      5. 2.5. Project Management Is Industry-Independent—Project Managers Are Not
      6. 2.6. THE DEFINITION OF SUCCESS
      7. 2.7. THE COST-SCHEDULE-QUALITY EQUILIBRIUM
      8. 2.8. Managing Expectations
      9. 2.9. THE ULTIMATE CHALLENGE: NO DAMAGE
      10. 2.10. PROJECT MANAGEMENT FUNCTIONS
      11. 2.11. PROJECT LIFE CYCLE
      12. 2.12. A Product Development Life Cycle May Contain Many Projects
      13. 2.13. Product Life Cycle versus Project Life Cycle
      14. 2.14. ORGANIZING FOR PROJECTS
      15. 2.15. Surviving Your Organizational Structure
      16. 2.16. PROJECT MANAGERS ARE LEADERS
      17. 2.17. END POINT
      18. 2.18. Stellar Performer: Seattle Children's Hospital and Regional Medical Center
      19. 2.19. PMP Exam Prep Questions
  7. 2. Defining the Project
    1. 3. Know Your Key Stakeholders and Win Their Cooperation
      1. 3.1. INTRODUCTION
      2. 3.2. STAKEHOLDERS ARE THE HEART OF A SUCCESSFUL PROJECT
      3. 3.3. STAKEHOLDER ROLES: PROJECT MANAGER
      4. 3.4. STAKEHOLDER ROLES: PROJECT TEAM
      5. 3.5. STAKEHOLDER ROLES: MANAGEMENT
      6. 3.6. STAKEHOLDER ROLES: THE CUSTOMER
      7. 3.7. STAKEHOLDER ROLES: REPRESENTATIVES OF EXTERNAL CONSTRAINTS
      8. 3.8. STAKEHOLDER ROLES: ADVOCATES, OPPONENTS, AND INNOCENT BYSTANDERS
      9. 3.9. MAKE STAKEHOLDER IDENTIFICATION A REPEATABLE PROCESS
      10. 3.10. LEAD THE STAKEHOLDERS
      11. 3.11. END POINT
      12. 3.12. FAST FOUNDATION IN PROJECT MANAGEMENT
      13. 3.13. PMP Exam Prep Questions
    2. 4. Write the Rules: Five Key Documents to Manage Expectations and Define Success
      1. 4.1. INTRODUCTION
      2. 4.2. PROJECT RULES ARE THE FOUNDATION
      3. 4.3. PUBLISH A PROJECT CHARTER
      4. 4.4. The Content and Audience of a Project Charter
      5. 4.5. WRITE A STATEMENT OF WORK
      6. 4.6. STATEMENT OF WORK: MINIMUM CONTENT
      7. 4.7. Product Scope versus Project Scope
      8. 4.8. RESPONSIBILITY MATRIX
      9. 4.9. CREATING A COMMUNICATION PLAN
      10. 4.10. THE PROJECT PROPOSAL LAUNCHES THE PROJECT
      11. 4.11. END POINT
      12. 4.12. FAST FOUNDATION IN PROJECT MANAGEMENT
      13. 4.13. PMP Exam Prep Questions
  8. 3. The Planning Process
    1. 5. Risk Management: Minimize the Threats to Your Project
      1. 5.1. INTRODUCTION
      2. 5.2. THE RISK MANAGEMENT ADVANTAGE
      3. 5.3. ALL PROJECT MANAGEMENT IS RISK MANAGEMENT
      4. 5.4. Business Risk versus Project Risk
      5. 5.5. THE RISK MANAGEMENT FRAMEWORK
      6. 5.6. STEP ONE: IDENTIFY THE RISKS
      7. 5.7. STEP TWO: ANALYZE AND PRIORITIZE THE RISKS
      8. 5.8. STEP THREE: DEVELOP RESPONSE PLANS
      9. 5.9. Record Risk Management Strategies
      10. 5.10. STEP FOUR: ESTABLISH CONTINGENCY AND RESERVE
      11. 5.11. STEP FIVE: CONTINUOUS RISK MANAGEMENT
      12. 5.12. END POINT
      13. 5.13. FAST FOUNDATION IN PROJECT MANAGEMENT
      14. 5.14. Stellar Performer: The Software Engineering Institute
      15. 5.15. PMP Exam Prep Questions
    2. 6. Work Breakdown Structure: Break Your Project into Manageable Units of Work
      1. 6.1. INTRODUCTION
      2. 6.2. DEFINING THE WORK BREAKDOWN STRUCTURE
      3. 6.3. Understanding the WBS
      4. 6.4. BUILDING A WORK BREAKDOWN STRUCTURE
      5. 6.5. CRITERIA FOR A SUCCESSFUL WORK BREAKDOWN STRUCTURE
      6. 6.6. WORK PACKAGE SIZE
      7. 6.7. PLANNING FOR QUALITY
      8. 6.8. BREAKING DOWN LARGE PROGRAMS
      9. 6.9. WBS GUIDELINES VARY
      10. 6.10. CONTRACTORS OR VENDORS CAN PROVIDE A WBS
      11. 6.11. END POINT
      12. 6.12. PMP Exam Prep Questions
    3. 7. Realistic Scheduling
      1. 7.1. INTRODUCTION
      2. 7.2. PLANNING OVERVIEW
      3. 7.3. PLANNING STEP TWO: IDENTIFY TASK RELATIONSHIPS
      4. 7.4. PLANNING STEP THREE: ESTIMATE WORK PACKAGES
      5. 7.5. PLANNING STEP FOUR: CALCULATE AN INITIAL SCHEDULE
      6. 7.6. Critical Path
      7. 7.7. Gantt Charts and Time-Scaled Networks
      8. 7.8. PLANNING STEP FIVE: ASSIGN AND LEVEL RESOURCES
      9. 7.9. What to Do If the Resource-Leveled Plan Is Still Unrealistic
      10. 7.10. END POINT
      11. 7.11. FAST FOUNDATION IN PROJECT MANAGEMENT
      12. 7.12. PMP Exam Prep Questions
    4. 8. The Art and Science of Accurate Estimating
      1. 8.1. INTRODUCTION
      2. 8.2. ESTIMATING FUNDAMENTALS
      3. 8.3. Avoid the Classic Mistakes
      4. 8.4. Follow the Golden Rules
      5. 8.5. Three Levels of Accuracy
      6. 8.6. ESTIMATING TECHNIQUES
      7. 8.7. Phased Estimating
      8. 8.8. Apportioning
      9. 8.9. Parametric Estimates
      10. 8.10. Bottom-up Estimating
      11. 8.11. BUILDING THE DETAILED BUDGET ESTIMATE
      12. 8.12. GENERATING THE CASH FLOW SCHEDULE
      13. 8.13. END POINT
      14. 8.14. FAST FOUNDATION IN PROJECT MANAGEMENT
      15. 8.15. Stellar Performer: Tynet, Inc.
      16. 8.16. Stellar Performer: Adobe Systems
      17. 8.17. PMP Exam Prep Questions
    5. 9. Balancing the Trade-off among Cost, Schedule, and Quality
      1. 9.1. INTRODUCTION
      2. 9.2. THREE LEVELS OF BALANCING A PROJECT
      3. 9.3. BALANCING AT THE PROJECT LEVEL
      4. 9.4. BALANCING AT THE BUSINESS CASE LEVEL
      5. 9.5. BALANCING AT THE ENTERPRISE LEVEL
      6. 9.6. END POINT
      7. 9.7. Stellar Performer: SAFECO Field
      8. 9.8. Stellar Performer: Boeing 767-400ER Program
      9. 9.9. PMP Exam Prep Questions
  9. 4. Controlling the Project
    1. 10. Building a High-Performance Project Team
      1. 10.1. INTRODUCTION
      2. 10.2. The Importance of Project Team Dynamics
      3. 10.3. Team Building Is Every Project Leader's Responsibility
      4. 10.4. The Challenge of Building Project Teams
      5. 10.5. A FRAMEWORK FOR BUILDING HIGH-PERFORMANCE TEAMS
      6. 10.6. LEADERSHIP RESPONSIBILITIES
      7. 10.7. Leadership Styles
      8. 10.8. BUILDING A POSITIVE TEAM ENVIRONMENT
      9. 10.9. GROUND RULES
      10. 10.10. TEAM IDENTITY
      11. 10.11. Communicate the Goals and Scope of the Project
      12. 10.12. Establish the Project's Organizational Alignment
      13. 10.13. Build Team Relationships Based on Understanding Strengths and Diversity
      14. 10.14. TEAM LISTENING SKILLS
      15. 10.15. Active Listening
      16. 10.16. The Most Important Skill: Suspending Judgment
      17. 10.17. Teach Your Team to Listen
      18. 10.18. MEETING MANAGEMENT
      19. 10.19. SUMMARY OF BUILDING A POSITIVE TEAM ENVIRONMENT
      20. 10.20. COLLABORATIVE PROBLEM SOLVING
      21. 10.21. PROBLEM ANALYSIS
      22. 10.22. Acknowledged Problem Analysis Method: Diverge and Converge
      23. 10.23. Problem Analysis Is a Discipline
      24. 10.24. DECISION MODES
      25. 10.25. CONFLICT MANAGEMENT
      26. 10.26. Confronting Conflict
      27. 10.27. CONTINUOUS LEARNING
      28. 10.28. Create a Continuous Learning Culture
      29. 10.29. SUMMARY OF COLLABORATIVE PROBLEM SOLVING
      30. 10.30. JOB SATISFACTION
      31. 10.31. END POINT
      32. 10.32. Stellar Performer: Habitat for Humanity
      33. 10.33. PMP Exam Prep Questions
    2. 11. Clear Communication among Project Stakeholders
      1. 11.1. INTRODUCTION
      2. 11.2. PROJECT COMMUNICATION
      3. 11.3. COMMUNICATING WITHIN THE PROJECT TEAM
      4. 11.4. Making Task Assignments Clear
      5. 11.5. Individual Status Meetings
      6. 11.6. The Kickoff Meeting: Start the Project with a Bang
      7. 11.7. Project Status Meetings
      8. 11.8. Set Communication Expectations
      9. 11.9. COMMUNICATING WITH MANAGEMENT AND CUSTOMERS
      10. 11.10. CONTROL DOCUMENTS
      11. 11.11. THE CHANGE MANAGEMENT PROCESS
      12. 11.12. Change Thresholds and Change Boards
      13. 11.13. CONFIGURATION MANAGEMENT
      14. 11.14. CHANGE MANAGEMENT GUIDELINES ARE ESSENTIAL FOR MANAGING EXPECTATIONS
      15. 11.15. CLOSEOUT REPORTING
      16. 11.16. END POINT
      17. 11.17. FAST FOUNDATION IN PROJECT MANAGEMENT
      18. 11.18. PMP Exam Prep Questions
    3. 12. Measuring Progress
      1. 12.1. INTRODUCTION
      2. 12.2. MEASURING SCHEDULE PERFORMANCE
      3. 12.3. Measuring Progress When There Are Many Similar Tasks
      4. 12.4. MEASURING COST PERFORMANCE
      5. 12.5. EARNED VALUE REPORTING
      6. 12.6. Earned Value Relies on Disciplined Project Management
      7. 12.7. Escalation Thresholds
      8. 12.8. COST AND SCHEDULE BASELINES
      9. 12.9. END POINT
      10. 12.10. PMP Exam Prep Questions
    4. 13. Solving Common Project Problems
      1. 13.1. INTRODUCTION
      2. 13.2. RESPONSIBILITY BEYOND YOUR AUTHORITY
      3. 13.3. DISASTER RECOVERY
      4. 13.4. REDUCING THE TIME TO MARKET
      5. 13.5. WHEN THE CUSTOMER DELAYS THE PROJECT
      6. 13.6. THE IMPOSSIBLE DREAM
      7. 13.7. FIGHTING FIRES
      8. 13.8. MANAGING VOLUNTEERS
      9. 13.9. ACHIEVING THE FIVE PROJECT SUCCESS FACTORS
      10. 13.10. END POINT
  10. 5. Advancing Your Practice of Project Management
    1. 14. Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization
      1. 14.1. INTRODUCTION
      2. 14.2. The Benefits of Formalizing Project Management
      3. 14.3. DEFINING ENTERPRISE PROJECT MANAGEMENT
      4. 14.4. THREE TIERS OF MANAGEMENT WITHIN EPM
      5. 14.5. THE FOUR COMPONENTS OF EPM
      6. 14.6. ESTABLISH CONSISTENT EPM PROCESSES
      7. 14.7. The Project Life Cycle Defines the Project Process
      8. 14.8. Create Standard Deliverables and Approvals for Each Project Phase
      9. 14.9. Separate Project Management Practices from Development Practices
      10. 14.10. Different Kinds of Projects Deserve Different Project Management Practices
      11. 14.11. Establish a Consistent Approach to Project Management
      12. 14.12. TECHNOLOGY ENABLES EPM PROCESSES
      13. 14.13. THE PEOPLE WHO DELIVER PROJECTS
      14. 14.14. SUPPORT PROJECT MANAGEMENT: THE PROJECT OFFICE
      15. 14.15. The Spectrum of Project Office Models
      16. 14.16. Possible Project Office Responsibilities
      17. 14.17. All Forms of the Project Office Have Value
      18. 14.18. END POINT
    2. 15. Project Portfolio Management: Align Project Resources with Business Strategy
      1. 15.1. INTRODUCTION
      2. 15.2. Project Portfolio Management Aligns Resources with Strategy
      3. 15.3. PROJECT PORTFOLIO MANAGEMENT AS A SYSTEM
      4. 15.4. Disciplined Decisions
      5. 15.5. BUILDING THE INITIAL PORTFOLIO
      6. 15.6. THE PORTFOLIO CHANGES WITH THE ENTERPRISE
      7. 15.7. END POINT
    3. 16. Requirements Engineering: The Key to Building the Right Product
      1. 16.1. INTRODUCTION
      2. 16.2. REQUIREMENTS ENGINEERING AND PROJECT MANAGEMENT ARE INTIMATELY CONNECTED
      3. 16.3. REQUIREMENT TYPES ILLUSTRATE THE EVOLVING PRODUCT VISION
      4. 16.4. REQUIREMENTS ENGINEERING SCOPE AND PROCESSES
      5. 16.5. Iterative Development Changes the Paradigm
      6. 16.6. REQUIREMENTS DEVELOPMENT ACTIVITIES
      7. 16.7. REQUIREMENTS MANAGEMENT ACTIVITIES
      8. 16.8. REQUIREMENTS DOCUMENTATION TECHNIQUES
      9. 16.9. REQUIREMENTS ENGINEERING DEMANDS DISCIPLINE
      10. 16.10. END POINT
    4. 17. Applying Lean Principles to Projects
      1. 17.1. INTRODUCTION
      2. 17.2. LEAN PRINCIPLES FOR PROJECT MANAGERS
      3. 17.3. LEAN TECHNIQUES TAILORED TO PROJECT MANAGEMENT
      4. 17.4. A WORD OF CAUTION—PRACTICING LEAN IS CUSTOMER-SPECIFIC
      5. 17.5. END POINT
    5. 18. PMP Exam Preparation
      1. 18.1. INTRODUCTION
      2. 18.2. WHAT ARE THE REQUIREMENTS TO EARN THE PMP?
      3. 18.3. TOP 10 STUDY TIPS FOR THE PMP EXAM
      4. 18.4. END POINT
    6. 19. Microsoft Project: Guidelines for Effective Use
      1. 19.1. INTRODUCTION
      2. 19.2. PROJECT MANAGEMENT SOFTWARE SUPPORTS THE DISCIPLINE
      3. 19.3. LOOKING UNDER THE HOOD: THE DESIGN OF PROJECT
      4. 19.4. SET UP THE PROJECT FIRST
      5. 19.5. FOLLOW THE PLANNING MODEL IN THIS BOOK
      6. 19.6. TASK TYPES: FIX THE DURATION, WORK, OR RESOURCE LEVEL
      7. 19.7. ASSIGNING RESOURCES TO A PROJECT
      8. 19.8. RESOURCE LEVELING YOUR SCHEDULE
      9. 19.9. MAINTAINING THE PLAN THROUGHOUT THE PROJECT
      10. 19.10. COMMUNICATING WITH YOUR TEAM AND MANAGEMENT
      11. 19.11. PROJECT SERVER AND PROJECT WEB ACCESS
      12. 19.12. END POINT
  11. A. The Detailed Planning Model
3.141.244.201