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The Fast Forward MBA in Project Management, 6th Edition

Release Date: 2021/01/01
ISBN: 9781119700760
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The all-inclusive guide to exceptional project management that is trusted by hundreds of thousands of readers—now updated and revised  

The Fast Forward MBA in Project Management: The Comprehensive, Easy to Read Handbook for Beginners and Pros, 6th Edition is a comprehensive guide to real-world project management methods, tools, and techniques. Practical, easy-to-use, and deeply thorough, this book gives you the answers you need now. You'll find cutting-edge ideas and hard-won wisdom of one of the field's leading experts, delivered in short, lively segments that address common management issues. Brief descriptions of important concepts, tips on real-world applications, and compact case studies illustrate the most sought-after skills and pitfalls you should watch out for. This sixth edition now includes:  

  • A brand-new chapter on project quality 
  • A new chapter on managing media, entertainment, and creative projects
  • A new chapter on the project manager’s #1 priority: leadership 
  • A new chapter with the most current practices in Change Management 
  • Current PMP certification study tips  

Readers of The Fast Forward MBA in Project Management also receive access to new video resources available at the author’s website.  

The book teaches readers how to manage and deliver projects on-time and on-budget by applying the practical strategies and concrete solutions found within. Whether the challenge is finding the right project sponsor, clarifying project objectives, or setting realistic schedules and budget projections, The Fast Forward MBA in Project Management shows you what you need to know, the best way to do it, and what to watch out for along the way.  

Table of Contents

  1. COVER
  2. TITLE PAGE
  3. COPYRIGHT
  4. DEDICATION
  5. ACKNOWLEDGMENTS
  6. ABOUT THE AUTHOR
  7. PREFACE
  8. PART 1: Introduction
    1. CHAPTER 1: Project Management: A Platform for Innovation
    2. INTRODUCTION
    3. A TIMELESS LEADERSHIP TOOLSET
    4. PROJECT MANAGEMENT IS KEEPING PACE WITH GLOBAL CHANGE
    5. PROJECT MANAGEMENT IS AN ESSENTIAL LEADERSHIP SKILL SET
    6. SUCCESSFUL PROJECTS DELIVER VALUE
    7. THE ART AND SCIENCE OF PROJECT LEADERSHIP
    8. A PRACTICAL CHECKLIST FOR SUCCESSFUL PROJECTS: HOW THIS BOOK WILL HELP YOU
    9. BEYOND THE BOOK: TOOLS FOR APPLICATION AND CONTINUOUS LEARNING
    10. CHAPTER 2: Project Leadership: People Before Process
    11. INTRODUCTION
    12. THE PROJECT LEADERSHIP CHALLENGE
    13. BUILD A TEAM CULTURE SUITED TO A JOURNEY OF DISCOVERY
    14. TEMPORARY TEAMS FORM BEFORE THEY PERFORM
    15. BUILD PERSONAL AUTHORITY AND INFLUENCE
    16. PROJECT LEADERS NEED POLITICAL SAVVY
    17. YOUR DECISION TO LEAD
    18. END POINT
    19. CHAPTER 3: Foundation Principles of Project Management
    20. INTRODUCTION
    21. PROJECTS REQUIRE PROJECT MANAGEMENT
    22. HOW A PROJECT IS DEFINED
    23. THE CHALLENGE OF MANAGING PROJECTS
    24. THE EVOLUTION OF A DISCIPLINE
    25. THE DEFINITION OF PROJECT SUCCESS
    26. PROJECT MANAGEMENT FUNCTIONS
    27. PROJECT LIFE CYCLE
    28. ORGANIZING FOR PROJECTS
    29. PROJECT MANAGERS ARE LEADERS
    30. END POINT
    31. CHAPTER 4: Agile and Waterfall: Choose a Development Process
    32. INTRODUCTION
    33. DEFINING VALUE: A NEW LENS FOR JUDGING PROJECTS INFORMS THE DEVELOPMENT PROCESS
    34. CHOOSE A PRODUCT DEVELOPMENT PROCESS THAT DELIVERS VALUE
    35. BEST PRACTICES FOR CAPTURING REQUIREMENTS ARE INTEGRATED INTO A PRODUCT DEVELOPMENT PROCESS
    36. A DEVELOPMENT PROCESS IS NOT PROJECT MANAGEMENT
    37. WATERFALL OR AGILE: WHICH DELIVERS THE BEST VALUE?
    38. COMMON AGILE PRACTICES
    39. COMMON AGILE BENEFITS
    40. CHOOSING BETWEEN AGILE AND WATERFALL DEVELOPMENT
    41. INNOVATION PROJECTS EXPERIMENT TO DISCOVER DESIRABILITY AND VIABILITY
    42. PRODUCT DEVELOPMENT METHODS INFLUENCE PROJECT MANAGEMENT
    43. END POINT
  9. PART 2: Defining the Project
    1. CHAPTER 5: Project Initiation: Turn a Problem or Opportunity into a Business Case
    2. INTRODUCTION
    3. PROJECT INITIATION'S PLACE IN THE PROJECT LIFE CYCLE
    4. A MINI‐ANALYSIS PHASE OR A COMPLETE PROJECT
    5. THE ROLE OF A PROJECT MANAGER IN PROJECT INITIATION
    6. A BUSINESS CASE DEFINES THE FUTURE BUSINESS VALUE
    7. BUSINESS RISK AND PROJECT RISK
    8. MANAGING REQUIREMENTS IS TIGHTLY LINKED TO PROJECT INITIATION
    9. COMMON PRINCIPLES FOR PROJECT INITIATION
    10. PROJECT SELECTION AND PRIORITIZATION
    11. BASIC BUSINESS CASE CONTENT
    12. DESIGNING A REALISTIC INITIATION PROCESS
    13. PROJECT LEADERSHIP: FOCUS ON VALUE
    14. END POINT
    15. FAST FOUNDATION IN PROJECT MANAGEMENT
    16. CHAPTER 6: Engage Your Stakeholders and Win Their Cooperation
    17. INTRODUCTION
    18. STAKEHOLDER FOCUS THROUGHOUT THE LIFE OF THE PROJECT
    19. STAKEHOLDER MANAGEMENT IS RISK MANAGEMENT FOR PEOPLE
    20. STAKEHOLDER ROLES ON EVERY PROJECT
    21. STAKEHOLDER ROLES: PROJECT MANAGER
    22. STAKEHOLDER ROLES: PROJECT TEAM
    23. STAKEHOLDER ROLES: MANAGEMENT
    24. STAKEHOLDER ROLES: THE CUSTOMER
    25. AFFECTED STAKEHOLDERS CAN MAKE CRUCIAL CONTRIBUTIONS
    26. ENGAGE AFFECTED STAKEHOLDERS
    27. LEAD THE STAKEHOLDERS
    28. END POINT
    29. FAST FOUNDATION IN PROJECT MANAGEMENT
    30. CHAPTER 7: Write the Rules: Manage Expectations and Define Success
    31. INTRODUCTION
    32. PROJECT RULES ARE THE FOUNDATION
    33. PUBLISH A PROJECT CHARTER
    34. WRITE A PROJECT CHARTER
    35. RESPONSIBILITY MATRIX
    36. END POINT
    37. FAST FOUNDATION IN PROJECT MANAGEMENT
  10. PART 3: The Planning Process
    1. CHAPTER 8: Risk Management: Minimize the Threats to Your Project
    2. INTRODUCTION
    3. ALL PROJECT MANAGEMENT IS RISK MANAGEMENT
    4. THE RISK MANAGEMENT FRAMEWORK
    5. STEP ONE: IDENTIFY THE RISKS
    6. STEP TWO: ANALYZE AND PRIORITIZE THE RISKS
    7. STEP THREE: DEVELOP RESPONSE PLANS
    8. STEP FOUR: ESTABLISH CONTINGENCY AND RESERVE
    9. STEP FIVE: CONTINUOUS RISK MANAGEMENT
    10. UNEXPECTED LEADERSHIP
    11. END POINT
    12. FAST FOUNDATION IN PROJECT MANAGEMENT
    13. CHAPTER 9: A Work Breakdown Structure Makes a Project Manageable
    14. INTRODUCTION
    15. DEFINING THE WORK BREAKDOWN STRUCTURE
    16. BUILDING A WORK BREAKDOWN STRUCTURE
    17. CRITERIA FOR A SUCCESSFUL WORK BREAKDOWN STRUCTURE
    18. WORK PACKAGE SIZE
    19. WHEN VERY SMALL TASKS MAKE SENSE
    20. PLANNING FOR QUALITY
    21. BREAKING DOWN LARGE PROGRAMS
    22. CONTRACTORS OR VENDORS CAN PROVIDE A WBS
    23. END POINT
    24. CHAPTER 10: Realistic Scheduling
    25. INTRODUCTION
    26. PLANNING OVERVIEW
    27. PLANNING STEP TWO: IDENTIFY TASK RELATIONSHIPS
    28. PLANNING STEP THREE: ESTIMATE WORK PACKAGES
    29. PLANNING STEP FOUR: CALCULATE AN INITIAL SCHEDULE
    30. PLANNING STEP FIVE: ASSIGN AND LEVEL RESOURCES
    31. SMALL PROJECTS NEED SMALLER PLANS
    32. END POINT
    33. FAST FOUNDATION IN PROJECT MANAGEMENT
    34. CHAPTER 11: Manage Agile Development with Scrum
    35. INTRODUCTION
    36. SCRUM IS A FRAMEWORK
    37. SCRUM AT A GLANCE
    38. MANAGING THE PRODUCT BACKLOG
    39. MAKE THE PLAN VISIBLE: TASK BOARDS AND BURNDOWN CHARTS
    40. KEY FACTORS FOR SCRUM TO BE EFFECTIVE
    41. SCRUM AND PROJECT MANAGEMENT
    42. END POINT
    43. CHAPTER 12: The Art and Science of Accurate Estimating
    44. INTRODUCTION
    45. ESTIMATING FUNDAMENTALS
    46. ESTIMATING TECHNIQUES
    47. BUILDING THE DETAILED BUDGET ESTIMATE
    48. GENERATING THE CASH FLOW SCHEDULE
    49. END POINT
    50. FAST FOUNDATION IN PROJECT MANAGEMENT
    51. CHAPTER 13: Balance the Trade‐Off Among Cost, Schedule, and Scope
    52. INTRODUCTION
    53. THREE LEVELS OF BALANCING A PROJECT
    54. BALANCING AT THE PROJECT LEVEL
    55. BALANCING AT THE BUSINESS CASE LEVEL
    56. BALANCING AT THE ENTERPRISE LEVEL
    57. END POINT
    58. CHAPTER 14: Managing Creative Projects: Insights from Media and Entertainment
    59. INTRODUCTION
    60. LESSONS FROM FILM, TELEVISION, AND VIDEO PRODUCTION
    61. LESSONS FROM CREATING VIDEO GAMES
    62. LESSONS FROM MUSIC PRODUCTION
    63. LEARNING TO MANAGE MEDIA, ENTERTAINMENT, TECHNOLOGY, AND ART (M.E.T.A.) PROJECTS
    64. END POINT
  11. PART 4: Controlling the Project
    1. CHAPTER 15: Build a High‐Performance Project Team
    2. INTRODUCTION
    3. A FRAMEWORK FOR BUILDING HIGH‐PERFORMANCE TEAMS
    4. LEADERSHIP RESPONSIBILITIES
    5. BUILDING A POSITIVE TEAM CULTURE
    6. GROUND RULES
    7. TEAM IDENTITY
    8. TEAM LISTENING SKILLS
    9. MEETING MANAGEMENT
    10. COLLABORATIVE PROBLEM‐SOLVING
    11. PROBLEM ANALYSIS
    12. DECISION MODES
    13. CONFLICT MANAGEMENT
    14. CONTINUOUS LEARNING
    15. JOB SATISFACTION
    16. END POINT
    17. FAST FOUNDATION IN PROJECT MANAGEMENT
    18. CHAPTER 16: Communicate with Project Stakeholders
    19. INTRODUCTION
    20. EMBRACE YOUR ROLE AS A LEADER
    21. CREATING A COMMUNICATION PLAN
    22. COMMUNICATING WITHIN THE PROJECT TEAM
    23. VIRTUAL TEAMS BENEFIT FROM FORMAL COMMUNICATION
    24. CLOSEOUT REPORTING
    25. END POINT
    26. FAST FOUNDATION IN PROJECT MANAGEMENT
    27. CHAPTER 17: Change Management: Engage Your Stakeholders to Maximize Value
    28. INTRODUCTION
    29. WHY THE PEOPLE SIDE MATTERS
    30. OUTCOMES DESIRED: INDIVIDUAL CHANGE MANAGEMENT USING ADKAR
    31. ACTIONS REQUIRED: ORGANIZATIONAL CHANGE MANAGEMENT
    32. ROLES: WHO DOES CHANGE MANAGEMENT
    33. END POINT
    34. CHAPTER 18: Control Scope to Deliver Value
    35. INTRODUCTION
    36. THE CHANGE CONTROL PROCESS
    37. CONFIGURATION MANAGEMENT
    38. CHANGE CONTROL IS ESSENTIAL FOR MANAGING EXPECTATIONS
    39. END POINT
    40. FAST FOUNDATION IN PROJECT MANAGEMENT
    41. CHAPTER 19: Measure Progress
    42. INTRODUCTION
    43. MEASURING SCHEDULE PERFORMANCE
    44. MEASURING COST PERFORMANCE
    45. EARNED VALUE REPORTING
    46. ESCALATION THRESHOLDS
    47. COST AND SCHEDULE BASELINES
    48. END POINT
    49. CHAPTER 20: Solve Common Project Problems
    50. INTRODUCTION
    51. RESPONSIBILITY BEYOND YOUR AUTHORITY
    52. DISASTER RECOVERY
    53. WHEN THE CUSTOMER DELAYS THE PROJECT
    54. THE IMPOSSIBLE DREAM
    55. FIGHTING FIRES
    56. MANAGING VOLUNTEERS
    57. END POINT
  12. PART 5: Advancing Your Practice of Project Management
    1. CHAPTER 21: Enterprise Project Management: Align Projects with Strategy
    2. INTRODUCTION
    3. DEFINING ENTERPRISE PROJECT MANAGEMENT
    4. THREE TIERS OF MANAGEMENT WITHIN EPM: PORTFOLIO, PROGRAM, PROJECT
    5. THE FOUR COMPONENTS OF EPM: PROCESS, PEOPLE, TECHNOLOGY, PMO
    6. ESTABLISH CONSISTENT EPM PROCESSES
    7. TECHNOLOGY ENABLES EPM PROCESSES
    8. THE PEOPLE WHO DELIVER PROJECTS
    9. SUPPORT PROJECT MANAGEMENT: THE PROJECT MANAGEMENT OFFICE
    10. END POINT
    11. CHAPTER 22: Requirements: Describe the Solution Target
    12. INTRODUCTION
    13. REQUIREMENTS AND PROJECT MANAGEMENT ARE INTIMATELY CONNECTED
    14. REQUIREMENT TYPES ILLUSTRATE THE EVOLVING PRODUCT VISION
    15. REQUIREMENTS SCOPE AND PROCESSES
    16. REQUIREMENTS DEVELOPMENT ACTIVITIES
    17. REQUIREMENTS MANAGEMENT ACTIVITIES
    18. THE AUDIENCE FOR REQUIREMENTS
    19. END POINT
    20. CHAPTER 23: Use the Quality Discipline to Hit the Target
    21. INTRODUCTION
    22. THE COST OF QUALITY
    23. BUILD THE QUALITY DISCIPLINE INTO A PROJECT
    24. QUALITY ASSURANCE AND QUALITY CONTROL
    25. QUALITY PRACTICES IMPROVE REQUIREMENTS
    26. THE QUALITY DISCIPLINE IMPROVES PROCESSES
    27. QUALITY IS AN ORGANIZATIONAL COMMITMENT
    28. END POINT
    29. CHAPTER 24: Pass the PMP Exam
    30. INTRODUCTION
    31. REQUIREMENTS TO EARN THE PMP
    32. TOP 10 STUDY TIPS FOR THE PMP EXAM
    33. END POINT
  13. APPENDIX A: Forms Available Online
  14. APPENDIX B: The Detailed Planning Model
  15. NOTES
    1. CHAPTER 2
    2. CHAPTER 4
    3. CHAPTER 6
    4. CHAPTER 8
    5. CHAPTER 13
    6. CHAPTER 14
    7. CHAPTER 15
    8. CHAPTER 20
    9. CHAPTER 22
    10. CHAPTER 23
  16. INDEX
  17. END USER LICENSE AGREEMENT
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