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 2The Seven Characteristics of Successful Projects

I OFTEN USE PATRICK LENCIONI’S Five Dysfunctions of a Team (Jossey-Bass, 2002) as a way to illustrate how teams work (or don’t work) in the real world. I once mentioned Lencioni’s book during a conversation with a local engineering leadership educator. Her reaction was different; to her, the book is too negative. She thinks he should have written about what leaders should do, not what they shouldn’t do.

The statement made increasing sense as I gave it some thought. I have long felt engineers and technical people are trained to be negative. As an engineer myself, I see that we spend much of our time looking out for what may go wrong, and, even when things seem to be working well, success ...