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 8Planning

THE PLANNING PHASE DEFINES how a project is to be done. The PMBOK Guide suggests that the best way to accomplish this is through the creation of a project management plan, with a section that covers each of the following nine knowledge groups:

1. Scope management

2. Time management

3. Cost management

4. Risk management

5. Quality management

6. Human resources management

7. Communications management

8. Procurement management

9. Integration management

Many project managers make the mistake of creating project management plans that are simply pasted together subplans from the nine knowledge areas. Instead, you should view planning as a part of an integrative and holistic system composed of the five interconnected phases of a project, ...