- 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
What are projects, and why are so many businesses reorganizing to include them? Why has project management become such a popular career track? In Part 1 of this book, you will find answers to these questions and more.
Because projects differ from the ongoing operations of a firm, managing them presents a new set of challenges. Over the past 50 years, a number of tools and techniques have evolved to deal with these challenges. Chapters 1 and 2 include an overview of these techniques, along with the five factors that make a project successful.
We live in a world where change—and the rate of change—is constantly increasing. In order to survive and prosper, organizations need to continually modify their products and services. Projects are the means by which these innovations are effected. Greater change = more innovations = more projects.
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