Lessons in Project Management 2nd Edition

Description

Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Editiondoes not assume thatyou are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis. Each case study in Lessons in Project Management contains anaccessible, easy-to-readanalysis of the challenges ofreal-world project management. Each problem is presented, thenfollowed by an examination of the solution, written in easy-to-understand language. The format allows you to more easily relateto the book, since it brings into play a project scenario with practical project management lessons to be learned. You'll also recognize recurring characters who appear in multiple stories, and you'll start to develop some empathy forand interest in their struggles.

   What you'll learn
* How to understand a problem
* How tousethe authors' ten-step approach to project management
* How to resolve a given problem with methods appropriate to the size of the project
* About underpromising and underdelivering
* Tips on managing projects, such as developing rapport with project managers and team members Who this book is for

    No prior project management experience is assumed.This bookis for the millions of people who manage projects, regardless of size.This book isquite helpful for managers in the middle ofa project who may be experiencingproblems.

    Table of Contents
* Understand the Characteristics of a Project
* Always Have an Identified and Committed Sponsor
* Report Status on All Projects
* Focus on Deadline Dates
* Apply Some Level of Project Management Discipline
* Define and Plan the Work
* Don't "Microbuild" or Micromanage the Workplan
* Hire a Diverse Project Team
* Define the Many Aspects of What Is In Scope and Out of Scope
* Use the "Big Three" Documents
* Use Scope Change Management
* Collect Metrics
* Give Performance Feedback Routinely
* Ensure Issues Management Is Everyone's Responsibility
* Shorten Long Meetings to Sharpen the Focus
* Identify the Root Cause of Problems
* Use Quality Assurance Techniques to Validate Project Status
* Cancel Projects That Lose Business Support
* Use Risk Management to Respond to Discover Potential Problems
* Focus Your Quality Management on Processes, Not People
* Don't Use Your Estimating Contingency for Scope Changes
* Develop a Communication Plan for ComplexProjects
* Scale Your Processes Based onProject Size
* Plan the ProjectEven If YouStart the Work at the Same Time
* Identifythe Critical Pathand How This Path Drives the Deadline Date
* ChangeAssumptions to Revise anEstimate
* Don'tForget Face-to-Face Communication on Your Project
* Make Qualitya Mindset and Ongoing Process
* Batch Small Scope Change Requests for Sponsor Approval
* Manage Your Vendor Projects Proactively
* Look for Risks Inherent to Your Project
* Get Sponsor Approval Before Investigating Large Scope Change Requests
* Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value
* Use Multiple Estimating Techniques
* Keep YourSchedule Up to Date
* Use Issues Management toChoose the Best of Bad Alternatives
* Collect Metrics That Can Lead to Fundamental Improvements
* Evaluate All Risk Response Options in the Risk Plan
* Manage Client Expectations
* Use Milestonesto Track Overall Progress
* Catch Errors As Earlyas Possible
* Gain Sponsor Approval for Scope Changes Requiring Budget and DeadlineDeviations
* Be Proactiveto Accelerate the Project Schedule
* Use the Work Breakdown Structureto Identify All the Work
* Write Your Status ReportsFrom the Readers'Perspective
* Update Your Risk Plan Throughout the Project
* Don't Deliver More Than the Client Requested
* Make One Person Responsible for Each Activity
* Focus on Deadlinesto Keep Your Project from Wandering
* Gain Agreement on Project Metrics Ahead of Time

CONTENTS:

Understand the Characteristics of a Project

Always Have an Identified and Committed Sponsor

Report Status on All Projects

Focus on Deadline Dates

Apply Some Level of Project Management Discipline

Define and Plan the Work

Don't Microbuild or Micromanage the Workplan

Hire a Diverse Project Team

Define the Many Aspects of What Is In Scope and Out of Scope

Use the Big Three Documents

Use Scope Change Management

Collect Metrics

Give Performance Feedback Routinely

Ensure Issues Management Is Everyone's Responsibility

Shorten Long Meetings to Sharpen the Focus

Identify the Root Cause of Problems

Use Quality Assurance Techniques to Validate Project Status

Cancel Projects That Lose Business Support

Use Risk Management to Respond to Discover Potential Problems

Focus Your Quality Management on Processes, Not People

Don't Use Your Estimating Contingency for Scope Changes

Develop a Communication Plan for Complex Projects

Scale Your Processes Based on Project Size

Plan the Project Even If You Start the Work at the Same Time

Identify the Critical Path and How This Path Drives the Deadline Date

Change Assumptions to Revise an Estimate

Don't Forget Face-to-Face Communication on Your Project

Make Quality a Mindset and Ongoing Process

Batch Small Scope Change Requests for Sponsor Approval

Manage Your Vendor Projects Proactively

Look for Risks Inherent to Your Project

Get Sponsor Approval Before Investigating Large Scope Change Requests

Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value

Use Multiple Estimating Techniques

Keep Your Schedule Up to Date

Use Issues Management to Choose the Best of Bad Alternatives

Collect Metrics That Can Lead to Fundamental Improvements

Evaluate All Risk Response Options in the Risk Plan

Manage Client Expectations

Use Milestones to Track Overall Progress

Catch Errors As Early as Possible

Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviations

Be Proactive to Accelerate the Project Schedule

Use the Work Breakdown Structure to Identify All the Work

Write Your Status Reports From the Readers' Perspective

Update Your Risk Plan Throughout the Project

Don't Deliver More Than the Client Requested

Make One Person Responsible for Each Activity

Focus on Deadlines to Keep Your Project from Wandering

Gain Agreement on Project Metrics Ahead of Time