book

Succeeding in the Project Management Jungle

by Doug RUSSELL

June 2011

Beginner

272 pages

6h 11m

English

AMACOM

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Escape Is Possible from the Project Management JungleWhat Creates the Project Management Jungle?TACTILE Management™ DefinedSucceeding in the Project Management Jungle
TransparencyAccountabilityCommunicationTrustIntegrityLeadership That Drives Needed ChangeExecution Results

High-Level Stakeholder ExpectationsCase Study: The R.101 ProjectTraditional Project Constraints with Stakeholder ExpectationsTriple Expectations PyramidPutting It All Together
Customer Expectations: ScopeCustomer Expectations: CostCustomer Expectations: Schedule
Two Toxic Management StylesYour Management’s Expectations: ScopeYour Management’s Expectations: ScheduleYour Management’s Expectations: Cost
Your Team’s Expectations: ScopeYour Team’s Expectations: ScheduleYour Team’s Expectations: CostUsing the Triple Expectations Pyramid
PM AssignmentProject CharterProject ScopePreplanning the PlanAvoiding Toxic Management in InitiationCase Study: The Path Less Taken
Creating the Initial (Baseline) PlanHistorical Planning ApproachesTACTILE Planning ApproachProject Management Plan Basics: Scope, Time, Cost, and Risk ManagementFinishing the Plan: Quality Assurance, Human Resources, Communication, Procurement, and Integration ManagementDiscovering and Addressing Needed Information Until ApprovalFlexibly Looking AheadAvoiding Toxic Management in PlanningCase Study: The Path Less Taken
Executing to the PlanTACTILE Execution ApproachMeetingsControlling Change ControlSelling New BaselinesLearning How to WinCase Study: The Path Less Taken
MonitoringControlling (Don’t Even Try)ReportingCase Study: The Path Less Taken
Properly Close All Project ActivitiesCapture Data for Organizational LearningEnsure Personal GrowthCase Study: The Path Less Taken

Content preview from Succeeding in the Project Management Jungle

CHAPTER 10Monitoring, Controlling, and Reporting

MONITORING AND CONTROLLING seems boring. After all, careers aren’t made in monitoring and controlling—they are made in execution—but they can be lost here. The dictionary definition might be “regularly observing project execution and measuring variances to plan so that appropriate corrective actions can occur.” My view is that monitoring and controlling are about correctly deciding what limited set of data you need and how to effectively adjust based on what those data show you. I have added reporting as a separate entry because how and what you report is at least as important as the data you collect and the actions you take to control your project.

Frankly, there is often an overly analytical, ...