Book 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 Edition does not assume that you 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 an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language.
The format allows you to more easily relate to 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 for and interest in their struggles.
What you'll learn
How to understand a problem
How to use the 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 book is for the millions of people who manage projects, regardless of size. This book is quite helpful for managers in the middle of a project who may be experiencing problems.
Table of contents
- Title
- Dedication
- Contents
- About the Authors
- Introduction
- The Year Begins—On a Slippery Note
- Chapter 1: Understand the Characteristics of a Project
- Chapter 2: Always Have an Identified and Committed Sponsor
- Chapter 3: Report Status on All Projects
- Chapter 4: Focus on Deadline Dates
- Chapter 5: Apply Some Level of Project Management Discipline: —Even On Small Projects
- Chapter 6: Define and Plan the Work First
- Chapter 7: Don't “Microbuild” or Micromanage the Workplan
- Chapter 8: Hire a Diverse Project Team: Without Compromising on the Best Candidates
- Chapter 9: Define the Many Aspects of What Is In Scope and Out of Scope
- Chapter 10: Use the “Big Three” Documents: Project Charter, Project Schedule, and Requirements as the Foundation for Your Project
- Chapter 11: Use Scope Change Management: To Allow the Sponsor to Make the Final Decision (Many Times The Sponsor Will Say “No”)
- Chapter 12: Collect Metrics: To Evaluate How Well You (and Your Project) Are Performing
- Chapter 13: Give Performance Feedback Routinely: Not Just During Formal Reviews
- Chapter 14: Ensure Issues Management Is Everyone's Responsibility
- Chapter 15: Shorten Long Meetings to Sharpen the Focus
- Chapter 16: Identify the Root Cause of Problems
- Chapter 17: Use Quality Assurance to Validate Project Status
- Chapter 18: Cancel Projects That Lose Business Support
- Chapter 19: Use Risk Management to Discover Potential Problems
- Chapter 20: Focus Quality Management on Processes, Not People
- Chapter 21: Don't Use Your Estimating Contingency for Scope Changes
- Chapter 22: Develop a Communication Plan for Complex Projects
- Chapter 23: Scale Your Processes Based on Project Size
- Chapter 24: Plan the Project Even If You Start the Work at the Same Time
- Chapter 25: Identify the Critical Path and How This Path Drives the End Date
- Chapter 26: Change Assumptions to Revise an Estimate
- Chapter 27: Don't Forget Face-to-Face Communication on Your Project
- Chapter 28: Make Quality a Mindset and Ongoing Process
- Chapter 29: Batch Small Scope Change Requests for Sponsor Approval
- Chapter 30: Manage Your Vendor Projects Proactively
- Chapter 31: Look for Risks Inherent to Your Project
- Chapter 32: Get Sponsor Approval Before Investigating Large Scope Change Requests
- Chapter 33: Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value
- Chapter 34: Use Multiple Estimating Techniques
- Chapter 35: Keep Your Schedule Up to Date
- Chapter 36: Use Issue Management to Choose the Best of Bad Alternatives
- Chapter 37: Collect Metrics That Can Lead to Fundamental Improvements
- Chapter 38: Evaluate All Risk Response Options in the Risk Plan
- Chapter 39: Manage Client Expectations
- Chapter 40: Use Milestones to Track Overall Progress
- Chapter 41: Catch Errors as Early as Possible
- Chapter 42: Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviation
- Chapter 43: Be Proactive to Accelerate the Project Schedule
- Chapter 44: Use the Work Breakdown Structure to Identify All the Work
- Chapter 45: Write Your Status Reports from the Reader's Perspective
- Chapter 46: Update Your Risk Plan Throughout the Project
- Chapter 47: Don't Deliver More Than the Client Requested
- Chapter 48: Make One Person Responsible for Each Activity
- Chapter 49: Focus on Deadlines to Keep Your Project from Wandering
- Chapter 50: Gain Agreement on Project Metrics Ahead of Time
- Year-End Recap
- Index
Product information
- Title: Lessons in Project Management, Second Edition
- Author(s):
- Release date: September 2011
- Publisher(s): Apress
- ISBN: 9781430238348
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