Discussion Questions
by Robert K. Wysocki
Effective Project Management: Traditional, Agile, Extreme, Sixth Edition
- Cover Page
- Title Page
- Copyright
- About the Author
- About the Technical Editor
- Credits
- Acknowledgments
- Contents at a Glance
- Contents
- Preface
- Introduction
- The Contemporary Project Environment
- Challenges to Effective Project Management
- Why I Wrote This Book
- How This Book Is Organized
- The Rationale for Using This Book Organization
- How to Use This Book
- Who Should Use This Book
- Introducing the Case Study: Pizza Delivered Quickly (PDQ)
- What's on the Website
- Putting It All Together
- Part I: Defining and Using Project Management Process Groups
- CHAPTER 1: What Is a Project?
- CHAPTER 2: What Is Project Management?
- CHAPTER 3: Understanding the Project Management Process Groups
- CHAPTER 4: How to Scope a TPM Project
- CHAPTER 5: How to Plan a TPM Project
- Using Tools, Templates, and Processes to Plan a Project
- The Importance of Planning
- Using Application Software Packages to Plan a Project
- Planning and Conducting Joint Project Planning Sessions
- Building the WBS
- Estimating
- Constructing the Project Network Diagram
- Writing an Effective Project Proposal
- Gaining Approval to Launch the Project
- Putting It All Together
- Discussion Questions
- CHAPTER 6: How to Launch a TPM Project
- Using Tools, Templates, and Processes to Launch a Project
- Recruiting the Project Team
- Conducting the Project Kick-Off Meeting
- Establishing Team Operating Rules
- Managing Scope Changes
- Managing Team Communications
- Assigning Resources
- Resource-Leveling Strategies
- Finalizing the Project Schedule
- Writing Work Packages
- Putting It All Together
- Discussion Questions
- CHAPTER 7: How to Monitor and Control a TPM Project
- Using Tools, Templates, and Processes to Monitor and Control a Project
- Establishing Your Progress Reporting System
- Applying Graphical Reporting Tools
- Managing the Scope Bank
- Building and Maintaining the Issues Log
- Managing Project Status Meetings
- Defining a Problem Escalation Strategy
- Gaining Approval to Close the Project
- Putting It All Together
- Discussion Questions
- CHAPTER 8: How to Close a TPM Project
- Using Tools, Templates, and Processes to Close a Project
- Writing and Maintaining Client Acceptance Procedures
- Closing a Project
- Getting Client Acceptance
- Installing Project Deliverables
- Documenting the Project
- Conducting the Post-Implementation Audit
- Writing the Final Report
- Celebrating Success
- Putting It All Together
- Discussion Questions
- Part II: Establishing Project Management Life Cycles and Strategies
- Part III: Building an Effective Project Management Infrastructure
- CHAPTER 13: Establishing and Maturing a Project Support Office
- Background of the Project Support Office
- Defining a Project Support Office
- Naming the Project Support Office
- Establishing Your PSO's Mission
- Framing PSO Objectives
- Exploring PSO Support Functions
- Selecting PSO Organizational Structures
- Understanding the Organizational Placement of the PSO
- Determining When You Need a Project Support Office
- Establishing a PSO
- Facing the Challenges of Implementing a PSO
- The PSO of the Future
- Putting It All Together
- Discussion Questions
- CHAPTER 14: Establishing and Managing a Project Portfolio Management Process
- Introduction to Project Portfolio Management
- The Project Portfolio Management Life Cycle
- Roles and Responsibilities of the PSO in Portfolio Management
- Preparing Your Project for Submission to the Portfolio Management Process
- Agile Project Portfolio Management
- Putting It All Together
- Discussion Questions
- CHAPTER 15: Establishing and Managing a Continuous Process Improvement Program
- Understanding Project Management Processes and Practices
- Defining Process and Practice Maturity
- Measuring Project Management Process and Practice Maturity
- Using the Continuous Process Improvement Model
- Defining Roles and Responsibilities of the PSO
- Realizing the Benefits of Implementing a CPIM
- Applying CPIM to Business Processes
- Using Process Improvement Tools, Templates, and Processes
- Putting It All Together
- Discussion Questions
- CHAPTER 13: Establishing and Maturing a Project Support Office
- Part IV: Managing the Realities of Projects
- CHAPTER 16: Prevention and Intervention Strategies for Distressed Projects
- CHAPTER 17: Organizing Multiple Team Projects
- CHAPTER 18: Managing the Professional Development of Project Teams
- What Career and Professional Development Situation Is Being Addressed?
- What Do You Need To Do?
- What Will You Do?
- How Will You Do It?
- How Will You Know You Did It?
- How Well Did You Do?
- Where Do You Go from Here? – A New Idea to Consider
- An Even Newer Idea to Consider
- Putting It All Together
- Discussion Questions
- APPENDIX A: Glossary of Acronyms
- APPENDIX B: What's on the Website?
- APPENDIX C: Bibliography
- Index
Discussion Questions
,- Traditional project management (TPM) depends heavily on being able to clearly define what the client needs. You cannot create a detailed project plan without that information. Within the framework of the TPM, what could you do if it were not possible to get a clear definition of client needs?
- You have run the COS by the book, and your gut tells you that the client's wants may be a bit too far-reaching. In fact, you have a strong suspicion that what they need is not what they have told you they want. What could you do?
1 George T. Doran, “There's a S.M.A.R.T. Way to Write Management Goals and Objectives,” Management Review (November 1981): 35–36.
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