"Fast Projects is a must read for any project manager. An ideal guide on how to get projects done in the shortest possible time, it provides a clear insight into project planning, execution and assessment. If you want to build a record of success on projects, then this book will undoubtedly help you in achieving your goal."
Raomal Perera, Founder & Executive Chairman of Valista.
Ever wondered what it’s like to complete a project on time? With minimum effort and no stress? And even the possibility of completing it early? Unheard of, right? Wrong.
Fast Projects shows you that it is possible to deliver successful projects on time and, unbelievably, early. You’ll find out how to plan and execute any project, keeping it on the straight and narrow from start to finish.
Whether you are heading a new initiative at work — be it on a grand or small scale, picking up a project half way through or planning a key event in your personal life such as a wedding or group holiday, Fast Projects gives you a foolproof recipe for outstanding project success.
Table of Contents
- Books to make you better
- List of figures
- About the author
- 1. Say ‘We’ll Take a Look at It’
- 2. Figuring Out the Goal of Your Project
3. Figuring Out What Work Has to Be Done
- Get the right people
- Identify the big pieces of work
- Identify all the little jobs
- Where you don’t know something, make an assumption
- Build a work breakdown structure (WBS)
- The problem in estimating
- Duration and work
- The project management job
- What you have to do if you’re the project manager
- Example of the 10% calculation
- Example of using this method to build a WBS
- How to estimate absolutely anything
- Shortening your project
- Why the one-day level of detail?
- 4. Getting People to Do the Work
- 5. Making the Plan Bulletproof
- 6. Selling the Plan
7. What to Do If the Project is Impossible
- What to do with an impossible project
- Reduce what’s being delivered
- Query the baggage date
- Add more people
- Use the quality parameter
- Dealing with reasonable stakeholders
- What if that doesn’t work?
- You could say ‘yes’
- You could say ‘no’
- You could play the change control game
- You could accept the project but not accept the baggage
- 8. Executing the Plan
9. Assessing a Project In Five Minutes
- The project probability of success indicator (PSI)
- How to interpret PSIs
- Example of assessing a PSI
10. Scoping and Planning a Project In a Day
- Why do it?
- What’s the overall approach?
- Can anybody scope and plan a project in this way?
- Briefing note for participants in the scoping and planning session
- Preparation – what you need to do
- Running the session – Introduction
- Running the session – Part 1 09:00–10:45 Identify the goal of the project
- Running the session – Part 2 11:00–15:00 Build the plan for the project
- Running the session – Part 3 15:15–16:15 Do a risk analysis on the project
- Running the session – Part 4 16:15–17:00 Allocate next actions
- Tidying up the one-day session
- 11. An Actual Scoping and Planning Session
12. Why Projects Fail
The Dirty Dozen
- 1. The project was never actually possible in the first place
- 2. The goal of the project wasn’t defined properly
- 3. The goal of the project was defined properly, but then changes to it weren’t controlled
- 4. Stakeholders and/or stakeholders’ win-conditions weren’t identified
- 5. The project was planned properly, but then it wasn’t resourced as planned
- 6. The project was planned, but with no contingency
- 7. The project wasn’t planned properly
- 8. The project wasn’t led properly
- 9. The expectations of project participants weren’t managed
- 10. The project was planned properly, but then progress against the plan was not monitored properly
- 11. Project reporting was inadequate or non-existent
- 12. When the project got into trouble, people believed the problem could be solved by some simple action, e.g. work harder, extend the deadline, add more resources
- The Dirty Dozen
- Title: Fast Projects: Project Management When Time is Short
- Release date: January 2009
- Publisher(s): FT Press
- ISBN: 9780131370029