- Copyright
- ACKNOWLEDGMENTS
- ABOUT THE AUTHOR
- PREFACE
- DOWNLOADABLE FORMS
- 1. Introduction
- 1. Project Management Is the New Critical Leadership Skill
- 1.1. INTRODUCTION
- 1.2. PROJECT MANAGEMENT IS THE ESSENTIAL SKILL SET FOR TWENTY-FIRST CENTURY LEADERS
- 1.3. PROJECT MANAGEMENT AS A STRATEGIC STRENGTH
- 1.4. THE ART AND SCIENCE OF PROJECT LEADERSHIP
- 1.5. THE PRACTICAL FOUNDATION FOR SUCCESSFUL PROJECTS: HOW THIS BOOK WILL HELP YOU
- 1.6. PROJECT MANAGEMENT RELIES ON OTHER DISCIPLINES
- 1.7. END POINT
- 1.8. Stellar Performer: OrthoSpot
- 2. Foundation Principles of Project Management
- 2.1. INTRODUCTION
- 2.2. PROJECTS REQUIRE PROJECT MANAGEMENT
- 2.3. The Challenge of Managing Projects
- 2.4. THE EVOLUTION OF A DISCIPLINE
- 2.5. Project Management Is Industry-Independent—Project Managers Are Not
- 2.6. THE DEFINITION OF SUCCESS
- 2.7. THE COST-SCHEDULE-QUALITY EQUILIBRIUM
- 2.8. Managing Expectations
- 2.9. THE ULTIMATE CHALLENGE: NO DAMAGE
- 2.10. PROJECT MANAGEMENT FUNCTIONS
- 2.11. PROJECT LIFE CYCLE
- 2.12. A Product Development Life Cycle May Contain Many Projects
- 2.13. Product Life Cycle versus Project Life Cycle
- 2.14. ORGANIZING FOR PROJECTS
- 2.15. Surviving Your Organizational Structure
- 2.16. PROJECT MANAGERS ARE LEADERS
- 2.17. END POINT
- 2.18. Stellar Performer: Seattle Children's Hospital and Regional Medical Center
- 2.19. PMP Exam Prep Questions
- 1. Project Management Is the New Critical Leadership Skill
- 2. Defining the Project
- 3. Know Your Key Stakeholders and Win Their Cooperation
- 3.1. INTRODUCTION
- 3.2. STAKEHOLDERS ARE THE HEART OF A SUCCESSFUL PROJECT
- 3.3. STAKEHOLDER ROLES: PROJECT MANAGER
- 3.4. STAKEHOLDER ROLES: PROJECT TEAM
- 3.5. STAKEHOLDER ROLES: MANAGEMENT
- 3.6. STAKEHOLDER ROLES: THE CUSTOMER
- 3.7. STAKEHOLDER ROLES: REPRESENTATIVES OF EXTERNAL CONSTRAINTS
- 3.8. STAKEHOLDER ROLES: ADVOCATES, OPPONENTS, AND INNOCENT BYSTANDERS
- 3.9. MAKE STAKEHOLDER IDENTIFICATION A REPEATABLE PROCESS
- 3.10. LEAD THE STAKEHOLDERS
- 3.11. END POINT
- 3.12. FAST FOUNDATION IN PROJECT MANAGEMENT
- 3.13. PMP Exam Prep Questions
- 4. Write the Rules: Five Key Documents to Manage Expectations and Define Success
- 4.1. INTRODUCTION
- 4.2. PROJECT RULES ARE THE FOUNDATION
- 4.3. PUBLISH A PROJECT CHARTER
- 4.4. The Content and Audience of a Project Charter
- 4.5. WRITE A STATEMENT OF WORK
- 4.6. STATEMENT OF WORK: MINIMUM CONTENT
- 4.7. Product Scope versus Project Scope
- 4.8. RESPONSIBILITY MATRIX
- 4.9. CREATING A COMMUNICATION PLAN
- 4.10. THE PROJECT PROPOSAL LAUNCHES THE PROJECT
- 4.11. END POINT
- 4.12. FAST FOUNDATION IN PROJECT MANAGEMENT
- 4.13. PMP Exam Prep Questions
- 3. Know Your Key Stakeholders and Win Their Cooperation
- 3. The Planning Process
- 5. Risk Management: Minimize the Threats to Your Project
- 5.1. INTRODUCTION
- 5.2. THE RISK MANAGEMENT ADVANTAGE
- 5.3. ALL PROJECT MANAGEMENT IS RISK MANAGEMENT
- 5.4. Business Risk versus Project Risk
- 5.5. THE RISK MANAGEMENT FRAMEWORK
- 5.6. STEP ONE: IDENTIFY THE RISKS
- 5.7. STEP TWO: ANALYZE AND PRIORITIZE THE RISKS
- 5.8. STEP THREE: DEVELOP RESPONSE PLANS
- 5.9. Record Risk Management Strategies
- 5.10. STEP FOUR: ESTABLISH CONTINGENCY AND RESERVE
- 5.11. STEP FIVE: CONTINUOUS RISK MANAGEMENT
- 5.12. END POINT
- 5.13. FAST FOUNDATION IN PROJECT MANAGEMENT
- 5.14. Stellar Performer: The Software Engineering Institute
- 5.15. PMP Exam Prep Questions
- 6. Work Breakdown Structure: Break Your Project into Manageable Units of Work
- 6.1. INTRODUCTION
- 6.2. DEFINING THE WORK BREAKDOWN STRUCTURE
- 6.3. Understanding the WBS
- 6.4. BUILDING A WORK BREAKDOWN STRUCTURE
- 6.5. CRITERIA FOR A SUCCESSFUL WORK BREAKDOWN STRUCTURE
- 6.6. WORK PACKAGE SIZE
- 6.7. PLANNING FOR QUALITY
- 6.8. BREAKING DOWN LARGE PROGRAMS
- 6.9. WBS GUIDELINES VARY
- 6.10. CONTRACTORS OR VENDORS CAN PROVIDE A WBS
- 6.11. END POINT
- 6.12. PMP Exam Prep Questions
- 7. Realistic Scheduling
- 7.1. INTRODUCTION
- 7.2. PLANNING OVERVIEW
- 7.3. PLANNING STEP TWO: IDENTIFY TASK RELATIONSHIPS
- 7.4. PLANNING STEP THREE: ESTIMATE WORK PACKAGES
- 7.5. PLANNING STEP FOUR: CALCULATE AN INITIAL SCHEDULE
- 7.6. Critical Path
- 7.7. Gantt Charts and Time-Scaled Networks
- 7.8. PLANNING STEP FIVE: ASSIGN AND LEVEL RESOURCES
- 7.9. What to Do If the Resource-Leveled Plan Is Still Unrealistic
- 7.10. END POINT
- 7.11. FAST FOUNDATION IN PROJECT MANAGEMENT
- 7.12. PMP Exam Prep Questions
- 8. The Art and Science of Accurate Estimating
- 8.1. INTRODUCTION
- 8.2. ESTIMATING FUNDAMENTALS
- 8.3. Avoid the Classic Mistakes
- 8.4. Follow the Golden Rules
- 8.5. Three Levels of Accuracy
- 8.6. ESTIMATING TECHNIQUES
- 8.7. Phased Estimating
- 8.8. Apportioning
- 8.9. Parametric Estimates
- 8.10. Bottom-up Estimating
- 8.11. BUILDING THE DETAILED BUDGET ESTIMATE
- 8.12. GENERATING THE CASH FLOW SCHEDULE
- 8.13. END POINT
- 8.14. FAST FOUNDATION IN PROJECT MANAGEMENT
- 8.15. Stellar Performer: Tynet, Inc.
- 8.16. Stellar Performer: Adobe Systems
- 8.17. PMP Exam Prep Questions
- 9. Balancing the Trade-off among Cost, Schedule, and Quality
- 9.1. INTRODUCTION
- 9.2. THREE LEVELS OF BALANCING A PROJECT
- 9.3. BALANCING AT THE PROJECT LEVEL
- 9.4. BALANCING AT THE BUSINESS CASE LEVEL
- 9.5. BALANCING AT THE ENTERPRISE LEVEL
- 9.6. END POINT
- 9.7. Stellar Performer: SAFECO Field
- 9.8. Stellar Performer: Boeing 767-400ER Program
- 9.9. PMP Exam Prep Questions
- 5. Risk Management: Minimize the Threats to Your Project
- 4. Controlling the Project
- 10. Building a High-Performance Project Team
- 10.1. INTRODUCTION
- 10.2. The Importance of Project Team Dynamics
- 10.3. Team Building Is Every Project Leader's Responsibility
- 10.4. The Challenge of Building Project Teams
- 10.5. A FRAMEWORK FOR BUILDING HIGH-PERFORMANCE TEAMS
- 10.6. LEADERSHIP RESPONSIBILITIES
- 10.7. Leadership Styles
- 10.8. BUILDING A POSITIVE TEAM ENVIRONMENT
- 10.9. GROUND RULES
- 10.10. TEAM IDENTITY
- 10.11. Communicate the Goals and Scope of the Project
- 10.12. Establish the Project's Organizational Alignment
- 10.13. Build Team Relationships Based on Understanding Strengths and Diversity
- 10.14. TEAM LISTENING SKILLS
- 10.15. Active Listening
- 10.16. The Most Important Skill: Suspending Judgment
- 10.17. Teach Your Team to Listen
- 10.18. MEETING MANAGEMENT
- 10.19. SUMMARY OF BUILDING A POSITIVE TEAM ENVIRONMENT
- 10.20. COLLABORATIVE PROBLEM SOLVING
- 10.21. PROBLEM ANALYSIS
- 10.22. Acknowledged Problem Analysis Method: Diverge and Converge
- 10.23. Problem Analysis Is a Discipline
- 10.24. DECISION MODES
- 10.25. CONFLICT MANAGEMENT
- 10.26. Confronting Conflict
- 10.27. CONTINUOUS LEARNING
- 10.28. Create a Continuous Learning Culture
- 10.29. SUMMARY OF COLLABORATIVE PROBLEM SOLVING
- 10.30. JOB SATISFACTION
- 10.31. END POINT
- 10.32. Stellar Performer: Habitat for Humanity
- 10.33. PMP Exam Prep Questions
- 11. Clear Communication among Project Stakeholders
- 11.1. INTRODUCTION
- 11.2. PROJECT COMMUNICATION
- 11.3. COMMUNICATING WITHIN THE PROJECT TEAM
- 11.4. Making Task Assignments Clear
- 11.5. Individual Status Meetings
- 11.6. The Kickoff Meeting: Start the Project with a Bang
- 11.7. Project Status Meetings
- 11.8. Set Communication Expectations
- 11.9. COMMUNICATING WITH MANAGEMENT AND CUSTOMERS
- 11.10. CONTROL DOCUMENTS
- 11.11. THE CHANGE MANAGEMENT PROCESS
- 11.12. Change Thresholds and Change Boards
- 11.13. CONFIGURATION MANAGEMENT
- 11.14. CHANGE MANAGEMENT GUIDELINES ARE ESSENTIAL FOR MANAGING EXPECTATIONS
- 11.15. CLOSEOUT REPORTING
- 11.16. END POINT
- 11.17. FAST FOUNDATION IN PROJECT MANAGEMENT
- 11.18. PMP Exam Prep Questions
- 12. Measuring Progress
- 12.1. INTRODUCTION
- 12.2. MEASURING SCHEDULE PERFORMANCE
- 12.3. Measuring Progress When There Are Many Similar Tasks
- 12.4. MEASURING COST PERFORMANCE
- 12.5. EARNED VALUE REPORTING
- 12.6. Earned Value Relies on Disciplined Project Management
- 12.7. Escalation Thresholds
- 12.8. COST AND SCHEDULE BASELINES
- 12.9. END POINT
- 12.10. PMP Exam Prep Questions
- 13. Solving Common Project Problems
- 13.1. INTRODUCTION
- 13.2. RESPONSIBILITY BEYOND YOUR AUTHORITY
- 13.3. DISASTER RECOVERY
- 13.4. REDUCING THE TIME TO MARKET
- 13.5. WHEN THE CUSTOMER DELAYS THE PROJECT
- 13.6. THE IMPOSSIBLE DREAM
- 13.7. FIGHTING FIRES
- 13.8. MANAGING VOLUNTEERS
- 13.9. ACHIEVING THE FIVE PROJECT SUCCESS FACTORS
- 13.10. END POINT
- 10. Building a High-Performance Project Team
- 5. Advancing Your Practice of Project Management
- 14. Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization
- 14.1. INTRODUCTION
- 14.2. The Benefits of Formalizing Project Management
- 14.3. DEFINING ENTERPRISE PROJECT MANAGEMENT
- 14.4. THREE TIERS OF MANAGEMENT WITHIN EPM
- 14.5. THE FOUR COMPONENTS OF EPM
- 14.6. ESTABLISH CONSISTENT EPM PROCESSES
- 14.7. The Project Life Cycle Defines the Project Process
- 14.8. Create Standard Deliverables and Approvals for Each Project Phase
- 14.9. Separate Project Management Practices from Development Practices
- 14.10. Different Kinds of Projects Deserve Different Project Management Practices
- 14.11. Establish a Consistent Approach to Project Management
- 14.12. TECHNOLOGY ENABLES EPM PROCESSES
- 14.13. THE PEOPLE WHO DELIVER PROJECTS
- 14.14. SUPPORT PROJECT MANAGEMENT: THE PROJECT OFFICE
- 14.15. The Spectrum of Project Office Models
- 14.16. Possible Project Office Responsibilities
- 14.17. All Forms of the Project Office Have Value
- 14.18. END POINT
- 15. Project Portfolio Management: Align Project Resources with Business Strategy
- 16. Requirements Engineering: The Key to Building the Right Product
- 16.1. INTRODUCTION
- 16.2. REQUIREMENTS ENGINEERING AND PROJECT MANAGEMENT ARE INTIMATELY CONNECTED
- 16.3. REQUIREMENT TYPES ILLUSTRATE THE EVOLVING PRODUCT VISION
- 16.4. REQUIREMENTS ENGINEERING SCOPE AND PROCESSES
- 16.5. Iterative Development Changes the Paradigm
- 16.6. REQUIREMENTS DEVELOPMENT ACTIVITIES
- 16.7. REQUIREMENTS MANAGEMENT ACTIVITIES
- 16.8. REQUIREMENTS DOCUMENTATION TECHNIQUES
- 16.9. REQUIREMENTS ENGINEERING DEMANDS DISCIPLINE
- 16.10. END POINT
- 17. Applying Lean Principles to Projects
- 18. PMP Exam Preparation
- 19. Microsoft Project: Guidelines for Effective Use
- 19.1. INTRODUCTION
- 19.2. PROJECT MANAGEMENT SOFTWARE SUPPORTS THE DISCIPLINE
- 19.3. LOOKING UNDER THE HOOD: THE DESIGN OF PROJECT
- 19.4. SET UP THE PROJECT FIRST
- 19.5. FOLLOW THE PLANNING MODEL IN THIS BOOK
- 19.6. TASK TYPES: FIX THE DURATION, WORK, OR RESOURCE LEVEL
- 19.7. ASSIGNING RESOURCES TO A PROJECT
- 19.8. RESOURCE LEVELING YOUR SCHEDULE
- 19.9. MAINTAINING THE PLAN THROUGHOUT THE PROJECT
- 19.10. COMMUNICATING WITH YOUR TEAM AND MANAGEMENT
- 19.11. PROJECT SERVER AND PROJECT WEB ACCESS
- 19.12. END POINT
- 14. Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization
- A. The Detailed Planning Model
Stakeholder Analysis | 50 |
Project Proposal | 82 |
Project Charter | 84 |
Statement of Work | 85 |
Responsibility Matrix | 87 |
Communication Plan | 88 |
Definition Checklist | 89 |
Risk Analysis Template | 121 |
Risk Log | 122 |
Action Plan | 178 |
Planning Checklist | 217 |
Task Assignment | 317 |
Issues Log | 318 |
Meeting Agenda | 319 |
Status Report | 320 |
Kickoff Checklist | 321 |
Change Request | 322 |
Change Log | 323 |
Closure Report | 324 |
Control Checklist | 325 |
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