Project management

Project management

Successful project management requires organization, skill, and a systematic approach to ensure that projects are delivered on time, and on budget. Idiot's Guides: Project Management, 6th Edition is updated to reflect all of the latest project management methodologies for anyone who is looking...

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Detalles Bibliográficos
Otros Autores: Campbell, G Michael Author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York : Alpha, a member of the Penguin Group (USA) Inc 2014.
Edición:1st edition
Colección:Idiot's guides.
Materias:
Project management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628737606719
Tabla de Contenidos:
  • Intro
  • Contents iii
  • Part 1: The Power of Project Management 1
  • 1 Linking Projects to Performance 3
  • Meeting Business Needs with Projects 4
  • Four Classic Phases of a Project 5
  • Viewing Change from a Different Perspective 6
  • Balancing the Schedule, Budget, and Scope 8
  • Defining Project Success 10
  • Running a Project Step-by-Step 12
  • 2 What It Means to Be a Project Manager 15
  • The Business Connection 15
  • What Are Your Responsibilities? 16
  • What Do You Need to Do? 16
  • The Leadership Roles of the Project Manager 18
  • Interpersonal Roles 18
  • Informational Roles 19
  • Decisional Roles 19
  • The Other Business Management Roles 19
  • Learn to Plan and Act 17
  • Focus on the Project's End 17
  • Be a Manager and a Leader 17
  • Seven Traits of Good Project Managers 19
  • Enthusiasm for the Project20
  • Ability to Manage Change Effectively 20
  • Tolerant Attitude Toward Ambiguity 21
  • Team-Building and Negotiating Skills 21
  • Customer-First Orientation 22
  • Adherence to Business Priorities 22
  • Knowledge of the Industry or Technology 22
  • 3 The Rules of the Project Game 25
  • Universal Project Success Criteria 26
  • Project Failure: The Reasons Are Simple 26
  • Twelve Golden Rules of Project Management Success 27
  • Gain Consensus on Project Outcomes 29
  • Build the Best Team You Can 29
  • Develop a Plan and Keep It Up to Date 30
  • Determine What You Really Need to Get Things Done 31
  • Have a Realistic Schedule 31
  • Don't Try to Do Too Much 31
  • Remember That People Count 32
  • Gain the Support of Management and Stakeholders 32
  • Be Willing to Change 33
  • Keep Others Informed of What You Are Doing 33
  • Be Willing to Try New Things 33
  • Become a Leader 34
  • 4 The 10 Knowledge Areas 37
  • Project Integration Management 38
  • Integration Management as Part of Planning 38.
  • Integration Management During Project Execution 39
  • Integration Management of Project Changes 39
  • Project Scope Management 39
  • Project Time Management 40
  • Time and the Schedule 40
  • Controlling the Schedule During Execution 41
  • Project Cost Management 41
  • Financial Issues Outside of Your Control 41
  • Competing for Funds with Other Projects 41
  • Project Quality Management 42
  • Project Human Resource Management 42
  • Organizational Planning 43
  • Staff Acquisition 43
  • Making Them a Team 43
  • Project Communication Management 43
  • Project Risk Management44
  • Project Procurement Management 44
  • Project Stakeholder Management 45
  • 5 Starting Off on the Right Foot 47
  • The Project Life Cycle 47
  • Project Phases and the Project Life Cycle 48
  • Project Life Cycle vs Product Life Cycle 49
  • The Project Manager (That's You) 50
  • Project Definition Phase 51
  • Preparing the Leadership 52
  • How Involved Should the Leadership Be? 52
  • Focusing on the Project Team 53
  • Part 2: The Project Definition Phase 55
  • 6 Identifying and Analyzing Stakeholders 57
  • Identifying Stakeholders 58
  • Classifying Stakeholders 60
  • The Customer 61
  • The Project Sponsor 61
  • The Steering Committee or Governance Board 63
  • Functional Management 64
  • The Working Committee 64
  • Working Together: The Magic Success Formula 65
  • Stakeholder Analysis Tool 66
  • 7 Scoping Out Project Success69
  • Starting with the Business Case 70
  • Understanding the Requirements 70
  • Facts of Life-Why Are Requirements So Important? 71
  • Acceptance Criteria 72
  • Conducting a Feasibility Study 73
  • Clear Project Requirements That Make Sense 74
  • The Primary Goals of Every Project 74
  • Six Criteria for Setting Great Goals 75
  • Goals Must Be Specific 75
  • Goals Must Be Realistic 75
  • Goals Must Have a Time Component 76
  • Goals Must Be Measurable 76.
  • Goals Must Be Agreed Upon 77
  • Responsibility for Achieving Goals Must Be Identified 78
  • Establishing Goals Step-by-Step 78
  • Developing the Project Charter 79
  • Working with the Sponsor on a Case for Change 80
  • Putting It in Writing 81
  • The Components of the Charter 82
  • Seeing Eye to Eye 83
  • 8 Managing Risks and Constraints 87
  • The Three Common Types of Risk 88
  • Risk Areas 88
  • Don't Forget Business Risks 89
  • The Ultimate Risk: Acts of God 90
  • Developing a Risk Breakdown Structure 90
  • Risk Tolerance 91
  • The Basics of Risk Management 92
  • Tracking Risks with a Risk Register95
  • Constraints vs Risks 95
  • Constraints to Consider 96
  • The Budget 96
  • The Schedule 97
  • The People 97
  • The Real World 98
  • Facilities and Equipment98
  • Risky Business 98
  • Part 3: The Project Planning Phase 101
  • 9 The Breakdown of Work 103
  • Breaking Your Project into Bite-Sized Pieces 103
  • The WBS and Your Project 104
  • Organizing the WBS106
  • Five Steps to the WBS 107
  • Identifying Dependencies 108
  • Making Sure You Have Identified All the Work 109
  • Defining the Deliverable in the Work Package 110
  • Refining the WBS 112
  • 10 Establishing the Schedule of Work 115
  • The Schedule or the Budget: Which Is First? 116
  • The Schedule Synchronizes the Project 116
  • Estimating Time: Your Best Guess at Effort and Duration 119
  • Some Other Options 119
  • Representative Team Members for Each Part of the Project 120
  • Outside Vendors and Service Agencies 120
  • Experienced Project Managers 120
  • Management and Other Project Stakeholders 121
  • Weighing the Risks 121
  • A Compromise Between Best and Worst Case 121
  • The Confidence Factor 122
  • Details, Details ... 123
  • Applying Calendars to a Resource 124
  • Developing the Initial Schedule 125
  • Schedule Charting Pros and Cons 126
  • More on Gantt Charts 126.
  • Other Schedule Considerations 128
  • Revisions 128
  • Learning Takes Time 128
  • The Heat Is On 128
  • Team Member Estimate Errors 129
  • The Just-in-Time Strategy for Scheduling Resources 129
  • What Happens When They Want to Rush Me? 130
  • 11 Critical Path and the Schedule 133
  • Determining a Project's Critical Path 134
  • Not Just Floating Around 134
  • The Different Views of Critical in Project Management 135
  • Establishing the Critical Path 136
  • Myth or Reality? 136
  • What's a Network Diagram? 137
  • Normalizing the Schedule 139
  • Loading Up and Leveling Out 140
  • The Reallocation Questions 141
  • Ready for Leveling Out142
  • Options for Adjusting the Schedule 143
  • Charting the Final Schedule and Seeing Whether It Works 144
  • 12 Budgeting and Cost Control Options 147
  • How to Avoid the Classic Budgeting Mistakes 148
  • Three Levels of Accuracy for Estimating 149
  • Sources of Data for Building the Budget 150
  • Direct and Indirect Costs 150
  • Building the Actual Budget 152
  • Getting Expert Opinions 153
  • Refining the Budget 154
  • Adding a Little Insurance Money 155
  • Mastering Budget Control 156
  • The Time Value of Money 156
  • Cash Flow Analysis 157
  • Payback 157
  • Net Present Value (NPV) 157
  • Internal Rate of Return (IRR) 158
  • Using the Cost of Money to Make a Decision 158
  • 13 Building a Winning Project Team 161
  • The First Step 162
  • Building the Core Project Team 162
  • The Complete Execution Team: Where the Work Is Done 164
  • Matching Skills to Tasks on the WBS 165
  • Where Will the People Come From? 167
  • Your Own Staff and Other People from Your Department 168
  • Staff from Other Departments 169
  • Contracting with Consultants and Temporary Agencies 170
  • Hiring and Training New Staff 171
  • Assessing and Assigning People 172
  • Skills and Knowledge of the Project Team 172.
  • The Best of the Best: Making Your Selections 173
  • Sometimes You Have to Compromise 174
  • The Problem of Imposed Team Members 174
  • 14 Getting Supplies, Equipment, and More 177
  • The Additional Resources You Need 177
  • Planning for Outside Vendors, Contractors, and Suppliers 179
  • Determining What Kind of Contract to Use 180
  • Getting an Estimate 181
  • Working with the Procurement Department 184
  • The Final Steps in Procurement 185
  • 15 Getting the Plan Approved 187
  • Reasons to Plan in the First Place 188
  • The Reality Check Before Approval 189
  • What to Do If Discrepancies Appear 190
  • Other Last-Minute Issues to Consider 190
  • Putting It All Together 192
  • Conducting a Peer Review194
  • Presenting the Project Plan 195
  • Plan Approval 197
  • From Plan to Action, Finally 197
  • Part 4: The Execution Phase 199
  • 16 Getting Started on the Right Track 201
  • Always Get Your Own Act Together First! 202
  • Doing It Now and Doing It Right 202
  • The Formal Kickoff 203
  • It's a Go 203
  • Between Kickoff and Team Meeting: Using the Time Wisely 204
  • The First Project Meeting 205
  • One-on-Ones: The Individual Starting Events 208
  • Setting the Right Expectations 209
  • Information Everyone Needs to Get Started 209
  • Managing Global Projects 211
  • Schedule 211
  • Budget 212
  • Technology 212
  • Quality 212
  • Human Resources 213
  • Procurement 213
  • 17 Leadership: Providing Direction 215
  • The Importance of Establishing Your Leadership 215
  • Filling the Big Shoes 216
  • A Style That Gets the Job Done 217
  • Four Sources of Power for Project Managers 219
  • How to Lead Change 220
  • Competing with Other Projects for Attention 221
  • Lines of Communication 221
  • Where Do Projects Fit Together? 222
  • Critical Path Conflict 223
  • Keeping Your Project Front and Center 223
  • Leading a Technical Project When You Don't Have Expertise 224.
  • Being All Things to All People 224.

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