book

Project Management For Dummies, 6th Edition

by Jonathan L. Portny, Stanley E. Portny

April 2022

Beginner

480 pages

12h 14m

English

For Dummies

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Copyright
About This BookFoolish AssumptionsIcons Used in This BookBeyond the BookWhere to Go from Here
Determining What Makes a Project a ProjectAdopting a Principled Approach to Project ManagementWhat Happened to Process Groups and Knowledge Areas?Do You Have What It Takes to Be an Effective Project Manager?Relating This Chapter to the PMP Exam and PMBOK 7
Knowing the Project Manager’s RoleAligning with the Four Values that Comprise the Code of EthicsRelating This Chapter to the PMP Exam and PMBOK 7
Gathering Ideas for ProjectsDeveloping the Project CharterDeciding Which Projects to Move to the Second Phase of Their Life CycleTailoring Your Delivery ApproachIdentifying the Models, Methods, and Artifacts to UseRelating This Chapter to the PMP Exam and PMBOK 7
Understanding Your Project’s StakeholdersDeveloping a Stakeholder RegisterDetermining Whether Stakeholders Are Drivers, Supporters, or ObserversDisplaying Your Stakeholder RegisterConfirming Your Stakeholders’ AuthorityAssessing Your Stakeholders’ Power and InterestRelating This Chapter to the PMP Exam and PMBOK 7
Defining Your Project with a Scope StatementLooking at the Big Picture: Explaining the Need for Your ProjectMarking Boundaries: Project ConstraintsFacing the Unknowns When Planning: Documenting Your AssumptionsPresenting Your Scope Statement in a Clear and Concise DocumentRelating This Chapter to the PMP Exam and PMBOK 7
Divide and Conquer: Breaking Your Project into Manageable ChunksCreating and Displaying Your Work Breakdown StructureIdentifying Risks While Detailing Your WorkDocumenting What You Need to Know about Your Planned Project WorkRelating This Chapter to the PMP Exam and PMBOK 7

Picture This: Illustrating a Work Plan with a Network DiagramAnalyzing a Network DiagramWorking with Your Project’s Network DiagramDeveloping Your Project’s ScheduleEstimating Activity DurationDisplaying Your Project’s ScheduleRelating This Chapter to the PMP Exam and PMBOK 7
Getting the Information You Need to Match People to TasksEstimating Needed CommitmentEnsuring Your Project Team Members Can Meet Their Resource CommitmentsRelating This Chapter to the PMP Exam and PMBOK 7
Determining Non-Personnel Resource NeedsMaking Sense of the Dollars: Project Costs and BudgetsRelating This Chapter to the PMP Exam and PMBOK 7
Defining Risk and Risk ManagementFocusing on Risk Factors and RisksAssessing Risks: Probability and ConsequencesGetting Everything under Control: Managing RiskPreparing a Risk Management PlanRelating This Chapter to the PMP Exam and PMBOK 7
Defining Three Organizational EnvironmentsRecognizing the Key Players in a Matrix EnvironmentWorking Successfully in a Matrix EnvironmentRelating This Chapter to the PMP Exam and PMBOK 7
Outlining the Key RolesMaking Project AssignmentsPicture This: Depicting Roles with a Responsibility Assignment MatrixDealing with MicromanagementRelating This Chapter to the PMP Exam and PMBOK 7
Finalizing Your Project’s ParticipantsDeveloping Your TeamLaying the Groundwork for Controlling Your ProjectHear Ye, Hear Ye! Announcing Your ProjectSetting the Stage for Your Project RetrospectiveRelating This Chapter to the PMP Exam and PMBOK 7
Holding On to the Reins: Monitoring and ControllingEstablishing Project Management Information SystemsPutting Your Control Process into ActionReacting Responsibly When Changes Are RequestedRelating This Chapter to the PMP Exam and PMBOK 7
I Meant What I Said and I Said What I Meant: Successful Communication BasicsChoosing the Appropriate Medium for Project CommunicationPreparing a Written Project Progress ReportHolding Key Project MeetingsPreparing a Project Communications Management PlanRelating This Chapter to the PMP Exam and PMBOK 7
Exploring the Differences between Leadership and ManagementRecognizing the Traits People Look for in a LeaderDeveloping Personal Power and InfluenceYou Can Do It! Creating and Sustaining Team Member MotivationLeading a Diverse, Equitable, and Inclusive Project TeamRelating This Chapter to the PMP Exam and PMBOK 7
Staying the Course to CompletionHandling Administrative IssuesProviding a Smooth Transition for Team MembersSurveying the Results: The Project Retrospective EvaluationRelating This Chapter to the PMP Exam and PMBOK 7
Taking a Look at the Agile Approach to Project ManagementUsing Computer Software EffectivelyUsing Social Media to Enhance Project ManagementRelating This Chapter to the PMP Exam and PMBOK 7
Defining Earned Value ManagementThe How-To: Applying Earned Value Management to Your ProjectDetermining a Task’s Earned ValueRelating This Chapter to the PMP Exam and PMBOK 7
What’s the Purpose of Your Project?Whom 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?
Be a “Why” PersonBe a “Can Do” PersonThink about the Big PictureThink in DetailAssume CautiouslyView People as Allies, Not AdversariesMean What You Say and Say What You MeanRespect Other PeopleAcknowledge Good PerformanceBe a Manager and a Leader
Preparing Your Project PlanControlling Your Project during Performance

Content preview from Project Management For Dummies, 6th Edition

Chapter 4

Knowing Your Project’s Stakeholders: Involving the Right People

IN THIS CHAPTER

Compiling your project’s diverse stakeholders into a stakeholder register

Identifying your drivers, supporters, and observers

Using an effective format for your stakeholder register

Determining who has authority in your project

Prioritizing your stakeholders by their levels of power and interest

Often a project is like an iceberg: Nine-tenths of it lurks below the surface. You receive an assignment and think you know what it entails and who needs to be involved. Then, as the project unfolds, new people emerge who may affect your goals, your approach, and your chances for project success.

You risk compromising your project in the following ways when you don’t involve key people or groups in your project in a timely manner:

You may miss important information that can affect the project’s performance and ultimate success.
You may insult someone. And you can be sure that when someone feels you ...

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Publisher Resources

ISBN: 9781119869818Purchase Link