book

Project Management, Sixth Edition

Name: Project Management, Sixth Edition
Author: G. Michael Campbell
ISBN: 9781615645336

by G. Michael Campbell

March 2014

Intermediate to advanced

384 pages

9h 30m

English

Alpha

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Cover
Title Page
Dedication
Copyright Page
Introduction
Part 1: The Power of Project Management
1 Linking Projects to Performance
Meeting Business Needs with ProjectsFour Classic Phases of a ProjectViewing Change from a Different PerspectiveBalancing the Schedule, Budget, and ScopeDefining Project SuccessRunning a Project Step-by-Step
2 What It Means to Be a Project Manager
The Business ConnectionWhat Are Your Responsibilities?What Do You Need to Do?Learn to Plan and ActFocus on the Project’s EndBe a Manager and a LeaderThe Leadership Roles of the Project ManagerInterpersonal RolesInformational RolesDecisional RolesThe Other Business Management RolesSeven Traits of Good Project ManagersEnthusiasm for the ProjectAbility to Manage Change EffectivelyTolerant Attitude Toward AmbiguityTeam-Building and Negotiating SkillsCustomer-First OrientationAdherence to Business PrioritiesKnowledge of the Industry or Technology
3 The Rules of the Project Game
Universal Project Success CriteriaProject Failure: The Reasons Are SimpleTwelve Golden Rules of Project Management SuccessGain Consensus on Project OutcomesBuild the Best Team You CanDevelop a Plan and Keep It Up to DateDetermine What You Really Need to Get Things DoneHave a Realistic ScheduleDon’t Try to Do Too MuchRemember That People CountGain the Support of Management and StakeholdersBe Willing to ChangeKeep Others Informed of What You Are DoingBe Willing to Try New ThingsBecome a Leader
4 The 10 Knowledge Areas
Project Integration ManagementIntegration Management as Part of PlanningIntegration Management During Project ExecutionIntegration Management of Project ChangesProject Scope ManagementProject Time ManagementTime and the ScheduleControlling the Schedule During ExecutionProject Cost ManagementFinancial Issues Outside of Your ControlCompeting for Funds with Other ProjectsProject Quality ManagementProject Human Resource ManagementOrganizational PlanningStaff AcquisitionMaking Them a TeamProject Communication ManagementProject Risk ManagementProject Procurement ManagementProject Stakeholder Management

5 Starting Off on the Right Foot
The Project Life CycleProject Phases and the Project Life CycleProject Life Cycle vs. Product Life CycleThe Project Manager (That’s You)Project Definition PhasePreparing the LeadershipHow Involved Should the Leadership Be?Focusing on the Project Team
Part 2: The Project Definition Phase
6 Identifying and Analyzing Stakeholders
Identifying StakeholdersClassifying StakeholdersThe CustomerThe Project SponsorThe Steering Committee or Governance BoardFunctional ManagementThe Working CommitteeWorking Together: The Magic Success FormulaStakeholder Analysis Tool
7 Scoping Out Project Success
Starting with the Business CaseUnderstanding the RequirementsFacts of Life—Why Are Requirements So Important?Acceptance CriteriaConducting a Feasibility StudyClear Project Requirements That Make SenseThe Primary Goals of Every ProjectSix Criteria for Setting Great GoalsGoals Must Be SpecificGoals Must Be RealisticGoals Must Have a Time ComponentGoals Must Be MeasurableGoals Must Be Agreed UponResponsibility for Achieving Goals Must Be IdentifiedEstablishing Goals Step-by-StepDeveloping the Project CharterWorking with the Sponsor on a Case for ChangePutting It in WritingThe Components of the CharterSeeing Eye to Eye
8 Managing Risks and Constraints
The Three Common Types of RiskRisk AreasDon’t Forget Business RisksThe Ultimate Risk: Acts of GodDeveloping a Risk Breakdown StructureRisk ToleranceThe Basics of Risk ManagementTracking Risks with a Risk RegisterConstraints vs. RisksConstraints to ConsiderThe BudgetThe ScheduleThe PeopleThe Real WorldFacilities and EquipmentRisky Business
Part 3: The Project Planning Phase
9 The Breakdown of Work
Breaking Your Project into Bite-Sized PiecesThe WBS and Your ProjectOrganizing the WBSFive Steps to the WBSIdentifying DependenciesMaking Sure You Have Identified All the WorkDefining the Deliverable in the Work PackageRefining the WBS
10 Establishing the Schedule of Work
The Schedule or the Budget: Which Is First?The Schedule Synchronizes the ProjectEstimating Time: Your Best Guess at Effort and DurationSome Other OptionsRepresentative Team Members for Each Part of the ProjectOutside Vendors and Service AgenciesExperienced Project ManagersManagement and Other Project StakeholdersWeighing the RisksA Compromise Between Best and Worst CaseThe Confidence FactorDetails, Details …Applying Calendars to a ResourceDeveloping the Initial ScheduleSchedule Charting Pros and ConsMore on Gantt ChartsOther Schedule ConsiderationsRevisionsLearning Takes TimeThe Heat Is OnTeam Member Estimate ErrorsThe Just-in-Time Strategy for Scheduling ResourcesWhat Happens When They Want to Rush Me?
11 Critical Path and the Schedule
Determining a Project’s Critical PathNot Just Floating AroundThe Different Views of Critical in Project ManagementEstablishing the Critical PathMyth or Reality?What’s a Network Diagram?Normalizing the ScheduleLoading Up and Leveling OutThe Reallocation QuestionsReady for Leveling OutOptions for Adjusting the ScheduleCharting the Final Schedule and Seeing Whether It Works
12 Budgeting and Cost Control Options
How to Avoid the Classic Budgeting MistakesThree Levels of Accuracy for EstimatingSources of Data for Building the BudgetDirect and Indirect CostsBuilding the Actual BudgetGetting Expert OpinionsRefining the BudgetAdding a Little Insurance MoneyMastering Budget ControlThe Time Value of MoneyCash Flow AnalysisPaybackNet Present Value (NPV)Internal Rate of Return (IRR)Using the Cost of Money to Make a Decision
13 Building a Winning Project Team
The First StepBuilding the Core Project TeamThe Complete Execution Team: Where the Work Is DoneMatching Skills to Tasks on the WBSWhere Will the People Come From?Your Own Staff and Other People from Your DepartmentStaff from Other DepartmentsContracting with Consultants and Temporary AgenciesHiring and Training New StaffAssessing and Assigning PeopleSkills and Knowledge of the Project TeamThe Best of the Best: Making Your SelectionsSometimes You Have to CompromiseThe Problem of Imposed Team Members
14 Getting Supplies, Equipment, and More
The Additional Resources You NeedPlanning for Outside Vendors, Contractors, and SuppliersDetermining What Kind of Contract to UseGetting an EstimateWorking with the Procurement DepartmentThe Final Steps in Procurement
15 Getting the Plan Approved
Reasons to Plan in the First PlaceThe Reality Check Before ApprovalWhat to Do If Discrepancies AppearOther Last-Minute Issues to ConsiderPutting It All TogetherConducting a Peer ReviewReviewing the Plan with the Key StakeholdersPresenting the Project PlanPlan ApprovalFrom Plan to Action, Finally
Part 4: The Execution Phase
16 Getting Started on the Right Track
Always Get Your Own Act Together First!Doing It Now and Doing It RightThe Formal KickoffIt’s a GoBetween Kickoff and Team Meeting: Using the Time WiselyThe First Project MeetingOne-on-Ones: The Individual Starting EventsSetting the Right ExpectationsInformation Everyone Needs to Get StartedManaging Global ProjectsScheduleBudgetTechnologyQualityHuman ResourcesProcurement
17 Leadership: Providing Direction
The Importance of Establishing Your LeadershipFilling the Big ShoesA Style That Gets the Job DoneFour Sources of Power for Project ManagersHow to Lead ChangeCompeting with Other Projects for AttentionLines of CommunicationWhere Do Projects Fit Together?Critical Path ConflictKeeping Your Project Front and CenterLeading a Technical Project When You Don’t Have ExpertiseBeing All Things to All People
18 Establishing Operating Guidelines
Project Process Groups in Each PhaseProject Processes vs. Project ProceduresThe Plan-Do-Check-Act CycleThe Things That Need to Get DoneHandling Business Process ChangesStart with the Project TeamNow It’s Time for the Working CommitteeMaking the DecisionUsing a RASIC ChartEscalating the DecisionSetting Up a Work Authorization SystemAdministrative Procedures That Won’t HurtThe Reports You May NeedSimple Forms to Create Useful ReportsEvery Report Needs a PurposeAsk Two Final Questions Before You StartWhy You Should Keep a Project DiaryThe Bottom Line
19 Making Your Communications Count
The Basics of Communications: It’s All About PerceptionWhat Does a Communication Plan Look Like?Stakeholder AnalysisSensitivity AnalysisInformation NeedsMedia RequirementsDelivery Personnel and Power BasesTiming RequirementsCommon DefinitionsFeedback LoopsMacro and Micro BarriersJargon and AcronymsDon’t Forget the Project TeamExecuting the Communication PlanCommunication and LeadershipPurpose of CommunicationsDeveloping Effective MessagesListening as Part of CommunicatingCommunications to Manage RisksCommunicating a Scope ChangeIntegrating the Communication Plan
Part 5: The Monitoring and Controlling Processes
20 Monitoring and Controlling the Plan
Taking Charge and Getting ControlSuccess Criteria for Project ControlWhat Should You Monitor?What Monitoring Should AccomplishUsing Earned Value Analysis to Determine Project StatusUsing Gantt Charts to Control Your Project90-Percent-Done SyndromeThe Project Review Meeting as a Control ProcessThe Project AuditMonitoring and Controlling the BudgetIntegrating Everything
21 Preparing Operations for Success
Five Requirements for Operations IntegrationCreate and Communicate the ConclusionHave the Skills to Use the DeliverableCreate IncentivesHelp Users Make the TransitionLet Stakeholders Know the ScheduleDeveloping the Training PlanSigns That Operations Is Not ReadyOvercoming Resistance to ChangeFearFeelings of PowerlessnessSimple DiscomfortAbsence of Self-InterestCreating a Leadership Plan
22 Changes, Changes, and More Changes
Developing a Process for Integrated Change ControlWhat Might a Change Process Look Like?The Rules of Change ControlUnderstanding and Estimating the Impact of ChangesThe Balancing ActComparing Changes with Trade-Off AnalysisChanging the Charter When the Changes Are ApprovedCommunicating a Scope ChangeAlerting Your Sponsor to ProblemsCreating an Issues Log
23 Quality: Delivering the Best
What Exactly Does Quality Mean in a Project?Planning for Quality Is the Starting PointThe Project Peer ReviewDoing Technical Reviews Along the WayQuality Planning Tools and TechniquesQuality Control: It’s All About Results
Part 6: The Close-Out Phase
24 Closing Out the Project
Is There Life After Project Termination?Why Is a Close-Out Phase Necessary?Preparing for the Final ShutdownClosing a Small or Large ProjectWriting Out Your Lessons LearnedSome Additional Details for Project ShutdownThe After-Implementation ReviewThree Ways to Release a WorkforceGive It Up!
25 The Final Evaluation
Evaluating Your ProjectMeeting with Core Team Members and the Working CommitteeComparing Goals to AchievementsWriting the Final ReportPackaging Options for the ReportThe Political Impact of Final ReportsWho Accomplished What and How Well?The Bottom Line and You
Appendixes
A Building an Organization
B The Project Management Office (PMO)
C Web Resources for Project Managers
Index

Content preview from Project Management, Sixth Edition

PART6

The Close-Out Phase

Just as predictable as sunrise and sunset, there comes a time when all good things must come to an end. Likewise, your project must move through the close-out phase so that you can wrap up the details, pay the bills, evaluate what you and your team learned, and move on to the next project with a sense of satisfaction. That’s what the chapters in this part are all about—showing you the steps to bring a project to a proper conclusion as carefully as when you started.

Many companies—even those that are pretty good at project management—fail to give the close-out phase enough attention. Everyone is in a hurry to either get on with the next project or return to their day job. Doing a proper job on the close-out phase will ...

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Project Management, Sixth Edition

by G. Michael Campbell

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.