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CAN YOU MANAGE WITHOUT THIS TRIED AND TESTED GUIDE?If you could deliver your projects on time, within budget, and in-line with the customer's expectations, would you? Of course you would. This book shows you how to master the techniques of effective project management so that your projects deliver what you want, every time. The book is ideal for project managers to use as a ready reference and problem solver while engaged in managing projects. And this new edition now follows the world's most popular and most reliable methodology for project management from the Project Management Institute (PMI), and so it is an ideal companion for anyone preparing for the Institute's exams, both PMP and CAPM.
The Definitive Guide to Project Management shows you, step by step, how to deliver your projects in the right way at the right time, from scoping the project through to risk management, quality control and prioritisation. As well as outlining all the processes and techniques you will need to become a successful project manager, it can help you gain that extra edge by showing you how to manage one of the most important components of any project, the people, and how to navigate the politics that often surround important projects. Since business operates in the real world, which is unpredictable, it also shows you how to spot potential problems and how to cope with any difficulties that do crop up.
This is an extremely practical book and you can put its advice into practice immediately. Inside you will find key questions, templates and action checklists to help you at each stage of your well-executed project.
This best-selling book provides a unique single reference source for project managers and anyone else who needs to know about project management. It provides top tips and easy-to-apply guidance in all key aspects of project management. With The Definitive Guide to Project Management, you can deliver results on time, every time.
NOW FULLY COMPLIANT WITH THE PMI'S PMBOK EXAMS.
CONTENTS:
About the authors
Acknowledgements
Preface to the Second Edition
List of figures
An introductory case study
1 Introduction
Aims of this chapter
What's new about the new edition?
What do project managers really want?
Emerging standards for project management
Project management is founded on common sense
How readers can use this book
What kinds of project is this book aimed at?
Project management's nine knowledge areas
Projects as a distinct class of activity
Managing projects
The project management lifecycle
Summary
Notes
2 Project organization, people and management
Aims of this chapter
Structure of this chapter
First thoughts
Main kinds of organization and consequences for project management
Project management system
Project organization and project roles
Managing the project team
Project lifecycle
Summary
Further reading
Notes
3 Project management processes
Aims of this chapter
Process groups - rationale and general principles
The initiating process group
The planning process group
The executing process group
The monitoring and controlling process group
The closing process group
Summary
Notes
4 Project integration management
Aims of this chapter
What is project integration management?
The role of integration in project management
A first look at project integration management
Processes and process groups of integration management
Develop project charter
Develop preliminary project scope statement
Develop project management plan
Project initiation
Direct and manage project execution
Other project integration management tools and techniques
Summary
Further reading
Notes
5 Project scope management
Aims of this chapter
What is project scope management?
Principles of project scope management
Scope planning
Scope definition
Create work breakdown structure
Scope verification
Scope creep
Scope control
Scope management process in action
Summary
6 Project time management
Aims of this chapter
What is time management?
Time management in projects
Trading time
Activity definition
Activity sequencing
Activity resource estimating
Activity duration estimating
Schedule development
Schedule control
Meetings and time management
7 Cost management
Aims of this chapter
Costs matter
Key concepts
The importance of costs and financial knowledge
Scope and cost
Five rules of thumb for estimating costs
A specialist task
Cost management process groups
Cost estimating
Cost budgeting
Cost control
Summary
Further reading
Notes
8 Quality management
Aims of this chapter
An introduction to the concept of quality
Quality management - an overview of the knowledge area
Quality and quality management defined
Quality planning
The difference between quality assurance and quality control
Summary
Further reading
Notes
9 People management (human resources)
&nbpter People matter
HR planning
Acquire the project team
Develop the project team
Manage the project team
Summary
Further reading
10 Project communications management
Aims of this chapter
Why communication is important in projects
Some problems of project communication
Ten principles of project communication
A systematic approach to communications management
Summary
Further reading
11 Project risk management
Aims of this chapter
What is project risk management?
Risk management principles
Risk management planning
Risk identification
Qualitative risk analysis
Quantitative risk analysis
Risk response planning
Risk monitoring and control
Summary
12 Project procurement management
Aims of this chapter
What is project procurement management?
Why bother with procurement management?
How does procurement management fit in the process groups?
Critical factors in procurement
Steps in project procurement management
Contracts
Contract statement of work
Contract administration
Contract change control system
The project manager's role
The special problems of IT procurement
Centralized/decentralized contracting
Summary
Notes
13 Professional responsibility
Aims of this chapter
What is a profession? What is professional responsibility?
The business case for professional responsibility
The PMI and professional responsibility
Codes of ethics
Summary
Note
Appendix A: The critical chain method
Understanding activity durations
Critical chain and activity durations
Focus on critical activities
The project buffer as a diagnostic
Action summary
Notes
Appendix B: Benefits management
The problem
Benefits management
Business benefits
Conclusion
Appendix C: PMI exam preparation
Aims of this appendix
What are the credentials offered by the PMI?
PMP or CAPM?
Exam structure
Preparing for and sitting the exam
Examples of questions
Afterword: Ten top tips for managing projects
Index
Published
23 Jun 2008
Publisher
FT PRENTICE HALL
ISBN
9780273710974
Pages
354
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