Cover
Title Page
Copyright Page
Contents
Acknowledgments
About the Author
Preface
Part 1 Introduction
CHAPTER 1 Project Management: A Platform for Innovation
A Timeless Leadership Toolset
Project Management is keeping Pace with Global Change
Project Management is an Essential Leadership Skill Set
Successful Projects Deliver Value
The Art and Science of Project Leadership
A Practical Checklist for Successful Projects: How This Book Will Help You
Beyond the Book: Tools for Application and Continuous Learning
End Point
Stellar Performer: OrthoSpot
Stellar Performer: PM4NGOs
CHAPTER 2 Project Leadership: People Before Process
The Project Leadership Challenge
Build a Team Culture Suited to a Journey of Discovery
Temporary Teams Form Before They Perform
Build Personal Authority and Influence
Project Leaders Need Political Savvy
Your Decision to Lead
End Point
CHAPTER 3 Foundation Principles of Project Management
Projects Require Project Management
How a Project is Defined
The Challenge of Managing Projects
The Evolution of a Discipline
The Definition of Project Success
Project Management Functions
Project Life Cycle
Organizing for Projects
Project Managers Are Leaders
End Point
Stellar Performer: Seattle Children’s Hospital and Regional Medical Center
CHAPTER 4 Agile and Waterfall: Choose a Development Process
Defining Value: A New Lens for Judging Projects Informs the Development Process
Choose a Product Development Process That Delivers Value
Best Practices for Capturing Requirements Are Integrated into a Product Development Process
A Development Process Is Not Project Management
Waterfall or Agile: Which Delivers the Best Value?
Common Agile Practices
Common Agile Benefits
Choosing Between Agile and Waterfall Development
Innovation Projects Experiment to Discover Desirability and Viability
Product Development Methods Influence Project Management
End Point
Stellar Performer: The Lean Startup Innovation Movement
Part 2 Defining the Project
CHAPTER 5 Project Initiation: Turn a Problem or Opportunity into a Business Case
Project Initiation’s Place in the Project Life Cycle
A Mini-Analysis Phase or a Complete Project
The Role of a Project Manager in Project Initiation
A Business Case Defines the Future Business Value
Business Risk and Project Risk
Managing Requirements Is Tightly Linked to Project Initiation
Common Principles for Project Initiation
Project Selection and Prioritization
Basic Business Case Content
Designing a Realistic Initiation Process
Project Leadership: Focus on Value
End Point
Fast Foundation in Project Management
Stellar Performer: The Logical Framework Approach
CHAPTER 6 Engage Your Stakeholders and Win Their Cooperation
Stakeholder Focus Throughout the Life of the Project
Stakeholder Management Is Risk Management for People
Stakeholder Roles on Every Project
Stakeholder Roles: Project Manager
Stakeholder Roles: Project Team
Stakeholder Roles: Management
Stakeholder Roles: The Customer
Affected Stakeholders Can Make Crucial Contributions
Engage Affected Stakeholders
Lead the Stakeholders
End Point
Fast Foundation in Project Management
CHAPTER 7 Write the Rules: Manage Expectations and Define Success
Project Rules Are the Foundation
Publish a Project Charter
Write a Project Charter
Responsibility Matrix
End Point
Fast Foundation in Project Management
PART 3 The Planning Process
CHAPTER 8 Risk Management: Minimize the Threats to Your Project
All Project Management Is Risk Management
The Risk Management Framework
Step One: Identify the Risks
Step Two: Analyze and Prioritize the Risks
Step Three: Develop Response Plans
Step Four: Establish Contingency and Reserve
Step Five: Continuous Risk Management
Unexpected Leadership
End Point
Fast Foundation in Project Management
CHAPTER 9 A Work Breakdown Structure Makes a Project Manageable
Defining the Work Breakdown Structure
Building a Work Breakdown Structure
Criteria for a Successful Work Breakdown Structure
Work Package Size
When Very Small Tasks Make Sense
Planning for Quality
Breaking Down Large Programs
Contractors or Vendors Can Provide a WBS
End Point
CHAPTER 10 Realistic Scheduling
Planning Overview
Planning Step Two: Identify Task Relationships
Planning Step Three: Estimate Work Packages
Planning Step Four: Calculate an Initial Schedule
Planning Step Five: Assign and Level Resources
Small Projects Need Smaller Plans
End Point
Fast Foundation in Project Management
CHAPTER 11 Manage Agile Development with Scrum
Scrum Is a Framework
Scrum at a Glance
Managing the Product Backlog
Make the Plan Visible: Task Boards and Burndown Charts
Key Factors for Scrum to Be Effective
Scrum and Project Management
End Point
CHAPTER 12 The Art and Science of Accurate Estimating
Estimating Fundamentals
Estimating Techniques
Building the Detailed Budget Estimate
Generating the Cash Flow Schedule
End Point
Fast Foundation in Project Management
Stellar Performer: Tynet, Inc.
CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope
Three Levels of Balancing a Project
Balancing at the Project Level
Balancing at the Business Case Level
Balancing at the Enterprise Level
End Point
Stellar Performer: Seattle Mariners Baseball Park
Stellar Performer: Boeing 767-400ER Program
CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment
Lessons from Film, Television, and Video Production
Lessons from Creating Video Games
Lessons from Music Production
Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects
End Point
Stellar Performer: Flexible Life Cycle Transcends Industries
PART 4 Controlling the Project
CHAPTER 15 Build a High-Performance Project Team
A Framework for Building High-Performance Teams
Leadership Responsibilities
Building a Positive Team Culture
Ground Rules
Team Identity
Team Listening Skills
Meeting Management
Collaborative Problem-Solving
Problem Analysis
Decision Modes
Conflict Management
Continuous Learning
Job Satisfaction
End Point
Fast Foundation in Project Management
Stellar Performer: Habitat for Humanity
CHAPTER 16 Communicate with Project Stakeholders
Embrace Your Role as a Leader
Creating a Communication Plan
Communicating Within the Project Team
Virtual Teams Benefit from Formal Communication
Closeout Reporting
End Point
Fast Foundation in Project Management
Stellar Performer: Lockheed Martin Aeronautics
CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value
Why the People Side Matters
Outcomes Desired: Individual Change Management Using ADKAR
Actions Required: Organizational Change Management
Roles: Who Does Change Management
End Point
CHAPTER 18 Control Scope to Deliver Value
The Change Control Process
Configuration Management
Change Control Is Essential for Managing Expectations
End Point
Fast Foundation in Project Management
CHAPTER 19 Measure Progress
Measuring Schedule Performance
Measuring Cost Performance
Earned Value Reporting
Escalation Thresholds
Cost and Schedule Baselines
End Point
CHAPTER 20 Solve Common Project Problems
Responsibility Beyond Your Authority
Disaster Recovery
When the Customer Delays the Project
The Impossible Dream
Fighting Fires
Managing Volunteers
End Point
PART 5 Advancing Your Practice of Project Management
CHAPTER 21 Enterprise Project Management: Align Projects with Strategy
Defining Enterprise Project Management
Three Tiers of Management Within EPM: Portfolio, Program, Project
The Four Components of EPM: Process, People, Technology, PMO
Establish Consistent EPM Processes
Technology Enables EPM Processes
The People Who Deliver Projects
Support Project Management: The Project Management Office
End Point
Stellar Performer: Bill & Melinda Gates Foundation
CHAPTER 22 Requirements: Describe the Solution Target
Requirements and Project Management Are Intimately Connected
Requirement Types Illustrate the Evolving Product Vision
Requirements Scope and Processes
Requirements Development Activities
Requirements Management Activities
The Audience for Requirements
End Point
CHAPTER 23 Use the Quality Discipline to Hit the Target
The Cost of Quality
Build the Quality Discipline into a Project
Quality Assurance and Quality Control
Quality Practices Improve Requirements
The Quality Discipline Improves Processes
Quality Is an Organizational Commitment
End Point
CHAPTER 24 Pass the PMP Exam
Requirements to Earn the PMP
Top 10 Study Tips for the PMP Exam
End Point
APPENDIX A Forms Available Online
APPENDIX B The Detailed Planning Model
Notes
Index
EULA