book

Successful Project Management

Name: Successful Project Management
Author: Michael S. Dobson
ISBN: 9780761215684

by Michael S. Dobson

September 2015

Beginner

252 pages

6h 24m

English

AMA Self-Study

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Cover
Title
Copyright
Contents
About This Course
How to Take This Course
Pre-Test
1 Understanding Project Management
Origins of Modern Project ManagementProjects and Project ManagementProjects and the OrganizationPrograms and PortfoliosProject Management Office (PMO)Organizational Structure and Project ManagementThe Process of Project ManagementProject InitiationProject PlanningProject ExecutionProject Monitoring and ControlProject ClosingThe Many Hats of a Project ManagerProject Time ManagementProject Scope ManagementProject Cost ManagementProject Communications ManagementProject Stakeholder ManagementProject Human Resources ManagementProject Quality ManagementProject Procurement ManagementProject Risk ManagementProject Integration ManagementRecapReview Questions
2 Defining the Project
From Problem to ProjectProject InitiationProject or PhaseStakeholdersCommon StakeholdersOther StakeholdersIssues in Stakeholder ManagementConstraintsHierarchy of ConstraintsRanking ConstraintsAssumptionsProject CharterObtaining Approval and Buy-InProgressive Elaboration and the Project ObjectiveRecapReview Questions
3 Planning the Activities
Iterative PlanningStatement of WorkRequirements DocumentWork Breakdown StructureCreating a Work Breakdown StructurePhases, Deliverables, or Departments?The One Hundred Percent RuleProject Management Work in the WBSNetwork DiagrammingConstructing an Activity ListLaying Out the ProjectDetermining the Critical PathAdditional Scheduling RelationshipsForward and Backward PassGantt ChartRecapReview Questions

4 Estimating the Activities
Uncertainty in Project PlanningEstimating MethodologiesStandard Estimating TechniquesAnalogous EstimatingExpert Judgment and Delphi EstimatingParametric EstimatingBottom-Up EstimatingThree-Point EstimatingProgram Evaluation and Review Technique (PERT)Monte Carlo SimulationIssues in EstimatingOveroptimismParkinson’s LawRolling Wave EstimatingRecapReview Questions
5 Preparing a Project Plan
Progressive Elaboration and the Project PlanStaffing and Resource RequirementsBuilding the Project TeamResponsibility Assignment Matrix (RAM)Loading and Leveling the ScheduleOutsourcingProcurement PlanningCritical Path Method (CPM) AnalysisThe Northridge Overpass DisasterImplications for Project PlanningCritical Path MethodCrashing a ProjectCommunications and Stakeholder Management PlanRecapReview Questions
6 Managing Risk and Quality
The Project UniverseRiskThreats and OpportunitiesPricing RiskUncertainty About UncertaintyRisk ToleranceRisk Management ProcessPlanning Risk ManagementIdentifying RisksPerforming Qualitative Risk AnalysisPerforming Quantitative Risk AnalysisPlanning Risk ResponsesResidual and Secondary RiskImplementing Risk ResponsesQualityIs Quality Scope?Process Quality and Product QualityProcess QualityProduct QualityQuality Tools and ProcessesRecapReview Questions
7 Transition to Execution
From Plan to WorkPlan ApprovalPerformance Measurement BaselineScheduleScope VerificationCost BaselineTeams and Other ResourcesAcquiring the TeamTeam DevelopmentKickoff MeetingWork ManagementChange ManagementFundamentals of Change ManagementChange Control Boards and Configuration ManagementSolving ProblemsContingency PlansCorrective Actions and WorkaroundsRecapReview Questions
8 Controlling Time, Cost, and Scope
Planning Monitoring and ControlMonitoring Project StatusStatus ReportsStatus MeetingsInspections and ReviewsFrequency of ReviewsReporting Project StatusRisk Monitoring and ControlNew Risk CycleRisk ReassessmentRisk AuditsManaging ReservesMonitoring and Controlling QualityQuality AssuranceQuality ControlEarned Value ManagementPlanned Value, Earned Value, and Actual CostCost Variance and Schedule VarianceCost and Schedule Performance IndicesApplying Earned ValueAdvanced EVMUpdating the Project Plan and BaselineRecapReview Questions
9 Evaluating and Reporting on Project Performance
Project CloseoutCloseout ChecklistTransferContract and Procurement ClosureAdministrative ClosureCelebration and RewardLessons LearnedOn to the Next Project!RecapReview Questions
Appendix A: Answers to Exercises and Case Studies
Exercise 1–1. Getting StartedExercise 1–2. Knowledge AreasExercise 2–1. Stakeholder RegisterExercise 2–2. Hierarchy of ConstraintsExercise 2–3. PMO Project Constraints and AssumptionsExercise 2–4. PMO Project Charter OutlineExercise 3–1. Research and the SOWExercise 3–2. Different WBS ApproachesExercise 3–3. Build a Work Breakdown StructureExercise 3–4. Activity ListExercise 3–5. Network DiagramExercise 3–6. Forward and Backward PassExercise 3–7. Create a Gantt ChartExercise 4–1. Types of EstimatesExercise 4–2. Calculating PERT EstimatesExercise 4–3. Estimating ReviewExercise 5–1. Skill RequirementsExercise 5–2. Skill ListExercise 5–3. Responsibility Assignment MatrixExercise 5–4. CPM AnalysisExercise 5–5. Communications and Stakeholder Management PlanExercise 6–1. Risk ToleranceExercise 6–2. Risk IdentificationExercise 6–3. Qualitative Risk AnalysisExercise 6–4. Sensitivity AnalysisExercise 6–5. Risk Response PlanningExercise 6–6. Functional and Nonfunctional RequirementsExercise 7–1. Analyzing a Tracking Gantt ChartExercise 7–2. Problem SolvingExercise 8–1. Earned Value MetricsExercise 8–2. Cost and Schedule VarianceExercise 8–3. Performance IndicesExercise 9–1. Closeout ChecklistExercise 9–2. Implementing the PMOExercise 9–3. Lessons Learned Questions
Appendix B: Glossary
Appendix C: Bibliography and Recommended Reading
Appendix D: Additional Resources
Post-Test
Index

Content preview from Successful Project Management

Appendix A

Answers to Exercises and Case Studies

EXERCISE 1–1 GETTING STARTED

1. What is the project that must be accomplished?

Establish a Project Management Office (PMO) in our organization.

2. Why are we doing this project? How will the project benefit us if it is successful?

Several recent projects have failed. The CEO believes that a PMO may improve our project performance. In addition, many of our competitors already have PMOs, and there is a fear that this will allow them to pull ahead in the marketplace. Because the deadline of the project is the annual stockholders’ meeting, this implies that there is a concern that stockholders may have a negative opinion of our management if we do not establish a PMO capability.

3. When must the project ...

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Project Management Step by Step: How to Plan and Manage a Highly Successful Project

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Successful Project Management

by Michael S. Dobson

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.