Real project solutions when you need them: NOW.
Table of contents
- Cover Page
- Title Page
- Copyright Page
- Introduction: Explanations
Part 1: General
- PROBLEM 1 What personality type fits best into project management?
- PROBLEM 2 What are the habits of successful project managers?
- PROBLEM 3 I’m an experienced individual contributor but very new to project management. How do I get my new project up and going?
- PROBLEM 4 What are the most important responsibilities of a project manager?
- PROBLEM 5 What is the value of project management certification? What about academic degrees in project management?
- PROBLEM 6 There are many project development methodologies. What should I consider when adopting standards such as the Project Management Institute PMBOK®?
- PROBLEM 7 What are the key considerations when developing or revising a project life cycle? What should I consider when choosing between “waterfall” and “cyclic” (or “agile”) life cycles?
- PROBLEM 8 How can I efficiently run mini-projects (less than six months with few dedicated resources)?
- PROBLEM 9 How rigid and formal should I be when running a small project?
- PROBLEM 10 How do I handle very repetitive projects, such as product introductions?
- PROBLEM 11 How should I manage short, complex, dynamic projects?
- PROBLEM 12 How do I balance good project management practices with high pressure to “get it done”? How do I build organizational support for effective project planning and management?
- PROBLEM 13 How does project management differ between hardware and software projects?
- PROBLEM 14 How many projects can a project manager realistically handle simultaneously?
- PROBLEM 15 How do I handle my day-to-day tasks along with managing a project?
- PROBLEM 16 How do I develop and maintain supportive sponsorship throughout a project?
- PROBLEM 17 What can I do when my project loses its sponsor?
- PROBLEM 18 How can I secure and retain adequate funding throughout my project?
- PROBLEM 19 Can the project management function be outsourced?
- PROBLEM 20 How can I ensure good project management practices during organizational process changes?
- PROBLEM 21 What is the best structure for program management for ensuring satisfactory customer results?
Part 2: Initiation
- PROBLEM 22 How do I effectively manage customer expectations?
- PROBLEM 23 How can I reconcile competing regional/cross-functional agendas?
- PROBLEM 24 How should I effectively deal with contributor hostility or reluctance during start-up?
- PROBLEM 25 When is a project large enough to justify investing in a two-day project launch?
- PROBLEM 26 How do I establish control initially when my project is huge?
- PROBLEM 27 How should I initiate a new project with a new team, or using a new technology?
- PROBLEM 28 How should I evaluate and make “make vs. buy” project decisions?
- PROBLEM 29 How can I quickly engage good contract workers?
- PROBLEM 30 In a large project, when should I seek commitment for overall funding?
- PROBLEM 31 When working with extremely limited resources, how can I get my project completed without doing it all myself?
- PROBLEM 32 How should I initiate a project that has a relatively low priority?
- PROBLEM 33 How should I organize my project management information system (PMIS) to facilitate access and avoid “too much data”?
Part 3: Teamwork
- PROBLEM 34 How can I organize my team for maximum creativity, flexibility, and success?
- PROBLEM 35 How can I work effectively with other project teams and leaders who have very little project management experience?
- PROBLEM 36 How can I help team members recognize the value of using project management processes?
- PROBLEM 37 How do I keep people focused without hurting morale?
- PROBLEM 38 How can I involve my team in project management activities without increasing overhead?
- PROBLEM 39 How can I manage and build teamwork on a project team that includes geographically remote contributors?
- PROBLEM 40 How do I secure team buy-in on global projects?
- PROBLEM 41 How can I best manage project contributors who are contract staff?
- PROBLEM 42 How do I cope with part-time team members with conflicting assignments?
- PROBLEM 43 How do I handle undependable contributors who impede project progress?
- PROBLEM 44 How should I manage informal communications and “management by wandering around” on a virtual, geographically distributed team?
- PROBLEM 45 When should I delegate down? Delegate up?
- PROBLEM 46 How can I best deal with project teams larger than twenty?
Part 4: Planning
- PROBLEM 47 What can I do to manage my schedule when my project WBS becomes huge?
- PROBLEM 48 How can I get meaningful commitment from team members that ensures follow-through?
- PROBLEM 49 As a project manager, what should I delegate and what should I do myself?
- PROBLEM 50 Who should estimate activity durations and costs?
- PROBLEM 51 How do I improve the quality and accuracy of my project estimates?
- PROBLEM 52 What metrics will help me estimate project activity durations and costs?
- PROBLEM 53 How can I realistically estimate durations during holidays and other times when productivity decreases?
- PROBLEM 54 How can I develop realistic schedules?
- PROBLEM 55 How can I thoroughly identify and manage external dependencies?
- PROBLEM 56 How do I synchronize my project schedules with several related partners and teams?
- PROBLEM 57 How do I effectively plan and manage a project that involves invention, investigation, or multiple significant decisions?
- PROBLEM 58 How should I manage adoption of new technologies or processes in my projects?
- PROBLEM 59 How should I plan to bring new people up to speed during my projects?
- PROBLEM 60 How can I resolve staff and resource overcommitments?
- PROBLEM 61 How can I minimize the impact of scarce, specialized expertise I need for my project?
- PROBLEM 62 What is the best approach for balancing resources across several projects?
- PROBLEM 63 How can I minimize potential late-project testing failures and deliverable evaluation issues?
- PROBLEM 64 How do I anticipate and minimize project staff turnover?
Part 5: Execution
- PROBLEM 65 How can I avoid having too many meetings?
- PROBLEM 66 How can I ensure owner follow-through on project tasks and action items?
- PROBLEM 67 How do I keep track of project details without things falling through the cracks?
- PROBLEM 68 How can I avoid having contributors game their status metrics?
- PROBLEM 69 What are the best ways to communicate project status?
- PROBLEM 70 How can I manage my project successfully despite high-priority interruptions?
- PROBLEM 71 What are the best project management communication techniques for remote contributors?
- PROBLEM 72 How do I establish effective global communications? What metrics can I use to track communications?
- PROBLEM 73 On fee-for-service projects, how do I balance customer and organizational priorities?
- PROBLEM 74 How do I survive a late-project work bulge, ensuring both project completion and team cohesion?
- PROBLEM 75 How do I coordinate improvements and changes to processes we are currently using on our project?
Part 6: Control
- PROBLEM 76 How much project documentation is enough?
- PROBLEM 77 How can I ensure all members on my multi-site team have all the information they need to do their work?
- PROBLEM 78 How can I manage overly constrained projects effectively?
- PROBLEM 79 How do I keep my project from slipping? If it does, how do I recover its schedule?
- PROBLEM 80 What are the best practices for managing schedule changes?
- PROBLEM 81 How can I effectively manage several small projects that don’t seem to justify formal project management procedures?
- PROBLEM 82 What are good practices for managing complex, multi-site projects?
- PROBLEM 83 How do I best deal with time zone issues?
- PROBLEM 84 How can I manage changes to the project objective in the middle of my project?
- PROBLEM 85 How should I respond to increased demands from management after the project baseline has been set?
- PROBLEM 86 How can I avoid issues with new stakeholders, especially on global projects?
- PROBLEM 87 What should I do when team members fail to complete tasks, citing “regular work” priorities?
- PROBLEM 88 What is the best way to manage my project through reorganizations, market shifts, or other external changes?
- PROBLEM 89 How should I deal with having too many decision makers?
- PROBLEM 90 How should I manage multi-site decision making?
- PROBLEM 91 What can I do when people claim that they are too busy to provide status updates?
- PROBLEM 92 How can I effectively manage projects where the staff is managed by others?
- PROBLEM 93 How can I minimize unsatisfactory deliverable and timing issues when outsourcing?
- PROBLEM 94 How should I manage reviews for lengthy projects?
- PROBLEM 95 What should I do to establish control when taking over a project where I was not involved in the scoping or planning?
Part 7: Tools
- PROBLEM 96 What should I consider when adopting technology-based communication tools?
- PROBLEM 97 How should I select and implement software tools for project documentation, scheduling, and planning?
- PROBLEM 98 What should I consider when setting up software tools I will be using to coordinate many interrelated projects?
- Part 8: Closing
- Title: 101 Project Management Problems and How to Solve Them
- Release date: December 2010
- Publisher(s): AMACOM
- ISBN: 9780814415757
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