book

Project Management For Dummies, 6th Edition

Name: Project Management For Dummies, 6th Edition
ISBN: 9781119869818

by Jonathan L. Portny, Stanley E. Portny

April 2022

Beginner

480 pages

12h 14m

English

For Dummies

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Cover
Title Page
Copyright
Introduction
About This BookFoolish AssumptionsIcons Used in This BookBeyond the BookWhere to Go from Here
Part 1: Getting Started with Project Management
Chapter 1: Project Management: The Key to Achieving Results
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
Chapter 2: I’m a Project Manager! Now What?
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
Chapter 3: Beginning the Journey: The Genesis of a Project
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
Chapter 4: Knowing Your Project’s Stakeholders: Involving the Right People
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
Chapter 5: Clarifying What You’re Trying to Accomplish — And Why
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
Chapter 6: Developing Your Game Plan: Getting from Here to There
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

Part 2: Planning Time: Determining When and How Much
Chapter 7: You Want This Project Done When?
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
Chapter 8: Establishing Whom You Need, How Much of Their Time, and When
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
Chapter 9: Planning for Other Resources and Developing the Budget
Determining Non-Personnel Resource NeedsMaking Sense of the Dollars: Project Costs and BudgetsRelating This Chapter to the PMP Exam and PMBOK 7
Chapter 10: Venturing into the Unknown: Dealing with Risk
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
Part 3: Group Work: Putting Your Team Together
Chapter 11: Aligning the Key Players for Your Project
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
Chapter 12: Defining Team Members’ Roles and Responsibilities
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
Chapter 13: Starting Your Project Team Off on the Right Foot
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
Part 4: Steering the Ship: Managing Your Project to Success
Chapter 14: Tracking Progress and Maintaining Control
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
Chapter 15: Keeping Everyone Informed
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
Chapter 16: Encouraging Peak Performance by Providing Effective Leadership
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
Chapter 17: Bringing Your Project to Closure
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
Part 5: Taking Your Project Management to the Next Level
Chapter 18: Using Newer Methods and Resources to Enhance Your Project Management
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
Chapter 19: Monitoring Project Performance with Earned Value Management
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
Part 6: The Part of Tens
Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project
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?
Chapter 21: Ten Tips for Being a Better Project Manager
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
Appendix: Combining the Techniques into Smooth-Flowing Processes
Preparing Your Project PlanControlling Your Project during Performance
Index
About the Author
Connect with Dummies
End User License Agreement

Content preview from Project Management For Dummies, 6th Edition

Chapter 21

Ten Tips for Being a Better Project Manager

IN THIS CHAPTER

Being proactive and looking at the big picture

Leading others through encouragement and respect

Communicating effectively and acknowledging other people’s accomplishments

Successful project management indeed depends on what you do (and how you do it), but perhaps even more impactful is how effectively you can motivate and work through others. Your attitudes and behaviors toward people affect how they respond to you. If we could, we’d place a large Tip icon on this entire chapter because it offers ten tips that can help you successfully win people’s support.

Be a “Why” Person

Look for the reasons behind requests and actions. Understanding why helps you respond appropriately to team members, executive leadership, and all other project audiences (which, in turn, increases people’s motivation and buy-in). First, look to understand the reasons behind other people’s requests and actions; then share your findings (see Chapter 5 for more about how to be a “why” person).

Be a “Can Do” Person

Look at all problems as challenges and do everything you can to find ways to overcome them. Be creative, flexible, and tenacious. ...

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