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Project Management for Dummies, 2nd UK Edition

Name: Project Management for Dummies, 2nd UK Edition
Author: Nick Graham
ISBN: 9781119025733

by Nick Graham

April 2015

Beginner

424 pages

11h 8m

English

For Dummies

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Introduction
About This BookFoolish AssumptionsIcons Used in This BookBeyond the BookWhere to Go from Here
Part I: Understanding Projects and What You Want to Achieve
Chapter 1: Success in Project Management
Taking on a ProjectAvoiding the PitfallsDeciding Whether the Job is a ProjectUnderstanding the four control areasRecognising the diversity of projectsUnderstanding the four stages of a projectDefining the Project Manager’s RoleLooking at the Project Manager’s tasksOpposing oppositionAvoiding ‘shortcuts’
Chapter 2: Thinking Through the Life of Your Project
Being MethodicalBreaking the Project Down into StagesAppreciating the advantages of stagesDeciding on the number of delivery stagesUnderstanding the Four Main StagesStarting the ProjectOrganising and PreparingCarrying Out the Work – delivery stagesClosing the Project
Chapter 3: Defining the Scope and Producing a Business Case
Defining the ScopeManaging expectations and avoiding disappointmentChallenging the scopeUnderstanding the dimensions of scopeBeing clearRequirementsProducing a Business CaseGetting to grips with the basic contentsKeeping the Business Case up to dateFiguring out why you’re doing the projectUnderstanding project justificationUnderstanding benefitsWriting the Business CaseComplying with organisational standardsGoing Back to the ScopeGetting to Grips with TechniquesCalculating return on investmentUnderstanding cost–benefit analysis
Chapter 4: Knowing Your Project’s Stakeholders
Managing StakeholdersIdentifying stakeholders – the ‘who’Analysing the stakeholders – the ‘where’Understanding positions – the ‘why’Deciding action – the ‘what’Working with stakeholders – the ‘how’Planning the work – the ‘when’Handling OppositionSolving the problemsFocusing on the common areasUnderstanding that you’re a threatSpotting facts and emotionsOverriding the oppositionHandling Multiple-Stakeholder ProjectsGetting multiple approvalsDeveloping management strategies
Part II: Planning Time: Determining What, When and How Much
Chapter 5: Planning with Deliverables First
Seeing the Logic of Product PlanningThinking ‘product’ before thinking ‘task’Understanding the problems of an activity focusKnowing What a Product Is – and Isn’tFinding Good Product NamesUsing a Business Project ExampleIdentifying the productsDeveloping a sequenceDefining the productsUsing a Structured Product ListUnleashing the Power of the Work Flow DiagramUsing the Work Flow Diagram for riskUsing the Work Flow Diagram for controlUsing the Work Flow Diagram to show stagesUsing the Work Flow for progress reportingGetting a picture of the project
Chapter 6: Planning the Activities
Moving From Products to ActivitiesHaving multiple tasks to build a productListing the activities or tasksDrawing Up a First Activity NetworkSeeing how you build up an Activity NetworkUsing the Work Flow DiagramPutting in the time durationsCalculating the length of the projectUnderstanding Float and Its ImpactIdentifying the Critical PathWatching the critical pathFinding a split critical pathBeing More Precise with DependenciesUnderstanding dependency typesStaying in touch with realityThinking a bit more about sequencesWorking with the Activity NetworkWorking back to meet end datesAvoiding backing into your scheduleGoing for GanttEstimating Activity DurationsGetting the best informationUsing estimating techniquesPutting a health warning on estimates
Chapter 7: Looking At Staff Resources
Seeing Why You Need to Plan Staff UseDealing with resource conflictsMaking sure that people are availableMonitoring use of staff on the projectMatching People to TasksWorking out the skill sets and knowledge that you need on the teamsGrowing your peopleDeveloping a Skills MatrixHoning Your Task Duration EstimatesDocumenting your estimatesFactors in activity timing and estimatesEstimating required work effortFactoring in productivityTaking care with historical dataAccounting for availability in estimatesSmoothing the ResourceChecking for resource conflictResolving resource conflicts – the stepsCo-ordinating assignments across multiple projects

Chapter 8: Planning for Other Resources and Developing the Budget
Determining Physical Resource NeedsIdentifying resource needsUnderstanding physical resourcesThinking a bit more about timingMaking Sense of Costs and BudgetsLooking at different types of project costsDeveloping a project budget at three levelsRefining your budget through the stagesCreating a detailed budget estimateAvoiding drowning people in detail
Chapter 9: Planning at Different Times and Levels
Putting the Main Structure in PlaceDeciding on the stagesHolding a Stage GateWorking with Planning LevelsDrawing up new plansKeeping higher level plans up to datePlanning at more than one level at once
Chapter 10: Venturing into the Unknown: Dealing with Risk and Uncertainty
Understanding Risks and Risk ManagementSeeing why you need risk managementManaging, not necessarily avoiding, riskKeeping people informedKeeping risk in focus throughout the projectWorking Through the Risk CycleIdentifying a risk and its trigger event(s)(Re)analyse the risk and check existing actionsDeciding risk management action(s)Add/modify risk management in the plansTake planned action(s) and monitor the riskDocumenting RiskRisk PlanRisk LogGetting Some Help from TechniquesIshikawa (fishbone) diagramWork Flow DiagramRisk ChecklistDecision Tree
Part III: Putting Your Management Team Together
Chapter 11: Organising the Project
Designing the Project OrganisationUnderstanding it’s about roles, not jobsGetting to grips with project rolesLooking at the rolesInfluencing the selection of PSG rolesDefining Organisational StructuresThe functional structureThe projectised structureThe matrix structureTaking note of the structure
Chapter 12: Working With Teams and Specialists
Looking At the Team In ContextWorking with Team LeadersAccepting That People Are DifferentUsing the Controller–Analyst MatrixBuilding in or avoiding team conflictUsing the model on the flyThinking About Suitable Team MembersConsidering PerformanceIdentifying the performance progressionMonitoring performanceMaximising performanceWorking with Senior StaffBeing secure in your roleCalling in the heavy gunsWorking with Technical SpecialistsFinding a translatorAdmitting your ignoranceBeing on-sideWorking with Supplier TeamsSupporting supplier staffChoosing suppliers carefullyThinking ‘time’, not just ‘initial cost’Dealing With DisciplineMaintaining some distanceOwning the problemAvoiding jumping to conclusionsResolving problems – or trying toTreading the disciplinary trailChanging Staff
Chapter 13: Being an Effective Leader
Practising Management and LeadershipUnderstanding what makes a good leaderDeveloping personal power and influenceKnowing What Motivates, and also What DemotivatesTaking a lesson from Fred HerzbergUnderstanding points of demotivationEnsuring that others are on boardDeveloping Your TeamsDefining your project operating processesHelping your teams to function wellStoking the BoilersLetting people know how they’re doingMotivating people when they leaveKeeping your finger on the pulse
Part IV: Steering the Project to Success
Chapter 14: Tracking Progress and Staying in Control
Understanding What Underpins Effective Progress ControlHaving a reliable planHaving clear and frequent milestonesHaving an effective reporting mechanismHarnessing Product Power for Progress ControlCompiling a Work ChecklistGetting visual with the Work Flow DiagramMonitoring at project, stage and Work Package levelsTaking Action When Things Go Off TrackFinding out why the project is off trackThinking about what you can do to get back on trackDeciding what you’ll doTaking actionMonitoring the effectiveness of the actionMonitoring Work Effort and CostsKeeping an eye on work effortFollow the money: Monitoring expenditureDealing with Change and Avoiding Scope CreepUnderstanding different types of changeLooking at impacts – the four dogsResponding to change requestsEliminating scope creep – well, almost
Chapter 15: Keeping Everyone Informed
Looking Underneath Communications FailureCommunications breakdown – the big project killerCommunicating EffectivelyDistinguishing between one-way and two-way communicationCan you hear me? Listening activelyChoosing the Appropriate MediumWriting reportsMeeting upSetting up a project websiteMaking a business presentationPreparing a Communications PlanIdentifying the communicationsWriting a Communications Plan
Chapter 16: Bringing Your Project to Closure
Staying the Course to CompletionThinking ahead about project closureDealing with a crash stopPlanning ClosureOutlining closure activitiesMotivating teams to the finish lineProviding a Good Transition for Team MembersReviewing the ProjectBeginning with the end in mindRecording project informationLearning lessons – and passing them onMeasuring benefitsPlanning for Things After the Project
Part V: Taking Your Project Management to the Next Level
Chapter 17: Managing Multiple Projects
Talking the TalkDefining a programmeDefining a portfolioDeciding on a ProgrammeUnderstanding programme rolesFitting in with Programme PlansMapping interdependencies by productControlling a programmeManaging a PortfolioUnderstanding the project implicationsMaintaining the portfolio
Chapter 18: Using Technology to Up Your Game
Using Computer Software EffectivelySeeing what software you needUnderstanding where to use softwareHaving Your Head in the CloudsGetting Really Good Stuff for FreeSupporting Virtual Teams with Communication TechnologySaving Time With Software
Chapter 19: Monitoring Project Performance with Earned Value Management
Understanding EVM Terms and FormulasLooking at a project example (1)Looking at a project example (2)Looking at a project example (3)Getting the three key figuresWorking with Ratios and FormulasInvestigating VariancesDeciding What to Measure for EVM
Chapter 20: Project Governance and Why It’s Really Important
Seeing Why It’s a No-brainerLooking At Other GuidanceUnderstanding What’s InvolvedUnderstanding the Organisational LevelStandards and approachesReviewing governance and standardsChecking an Individual ProjectChecking the project’s Outline CharterChecking the Charter and PMPChecking the project while it’s runningEvaluating the project at the endMaintaining the ‘Big Divide’Coordinating Your Project Training
Chapter 21: ISO 21500:2012
Seeing the Place of ISO StandardsKnowing What ISO 21500 CoversUnderstanding the Structure of 21500Getting into the subject areasDrilling deeper into the processesMinding the GapBoggling Your Mind . . . Just a Bit
Part VI: The Part of Tens
Chapter 22: Ten Questions to Ask Yourself as You Plan Your Project
What Are the Objectives of Your Project?Who Do You Need to Involve?What Results Will You Produce?What Constraints Must You Satisfy?What Assumptions Are You Making?What Work Has to Be Done?When Does Each Activity Start and End?Who Will Perform the Project Work?What Other Resources Do You Need?What Can Go Wrong?
Chapter 23: Ten Tips for Writing a Convincing Business Case
Starting with a BangSpelling out the Benefits ClearlyPointing Out the Non-quantifiablesBeing PrudentConsidering Three-point EstimatingMaking Sure Benefits Aren’t FeaturesAvoiding Benefits ContaminationMaking Sure You Can Deliver BenefitsSupplying Evidence or Referencing ItUsing Appendices
Chapter 24: Ten Tips for Being a Better Project Manager
Being a ‘Why’ PersonBeing a ‘Can Do’ PersonThinking about the Big PictureThinking in DetailAssuming CautiouslyViewing People as Allies Not AdversariesSaying What You Mean, and Meaning What You SayRespecting Other PeopleAcknowledging Good PerformanceBeing a Manager and a Leader
About the Authors
Cheat Sheet
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Content preview from Project Management for Dummies, 2nd UK Edition

Chapter 19

Monitoring Project Performance with Earned Value Management

In This Chapter

Getting a grip on Earned Value Management and all the terms and formulas that go with it

Understanding the how-to of Earned Value Management

Working out the earned value

Suppose you are a senior manager responsible for a particular Project Manager. On the current project, the plan shows that your Project Manager should have spent £110,000 by the end of Week 6. Today it’s the end of Week 6 and you receive the regular report on the state of the project. You look at the section on project financials and see that the Project Manager has spent exactly £110,000. You’re a bit surprised that the figure is correct to the penny, so you crosscheck the project code on the report screen of the organisational finance system. The finance system confirms that the project spending to date is on the button at £110,000.00. Are you pleased with the Project Manager? Will you recommend him for promotion to Extremely Senior Project Manager? Everyone knows, after all, that money and budget control is everything in organisations.

Well, you might not be so pleased if you then look further down the status report and see ...

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Project Management for Dummies, 2nd UK Edition

by Nick Graham

Monitoring Project Performance with Earned Value Management

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.