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The Complete Idiot's Guide to Project Management, 5th Edition

Book Description

The step-by-step guide to becoming a successful project manager.

Table of Contents

  1. Title Page
  2. Dedication
  3. Copyright Page
  4. Introduction
  5. Part 1 - The Power of Project Management
    1. Chapter 1 - Linking Projects to Performance
      1. Projects Meet a Business Need
      2. Four Phases of a Project
      3. Viewing Change from a Different Perspective
      4. Balancing Time, Resources, Results, and Perceptions
      5. Defining Project Success
      6. The Next Step
      7. The Least You Need to Know
    2. Chapter 2 - What It Means to Be a Project Manager
      1. The Business Connection
      2. What Are My Responsibilities?
      3. What Do You Need to Do?
      4. The Leadership Roles of the Project Manager
      5. Seven Traits of Good Project Managers
      6. Be the Best Leader You Can Be
      7. The Least You Need to Know
    3. Chapter 3 - The Rules of the Project Game
      1. Universal Project Success Criteria
      2. Project Failure: The Reasons Are Simple
      3. Twelve Golden Rules of Project Management Success
      4. Keep Your Eyes on the Prize
      5. The Least You Need to Know
    4. Chapter 4 - The Nine Knowledge Areas
      1. Project Integration Management
      2. Project Scope Management
      3. Project Time Management
      4. Project Cost Management
      5. Project Quality Management
      6. Project Human Resource Management
      7. Project Communications Management
      8. Project Risk Management
      9. Project Procurement Management
      10. The Least You Need to Know
    5. Chapter 5 - Starting Off on the Right Foot
      1. The Project Life Cycle
      2. Project Phases and the Project Life Cycle
      3. Project Life Cycle vs. Product Life Cycle
      4. A Case Study: Pinnacle Equipment
      5. Project Definition Phase
      6. The Least You Need to Know
  6. Part 2 - The Project Definition Phase
    1. Chapter 6 - Identifying and Analyzing Stakeholders
      1. Start by Identifying the Stakeholders
      2. Key Stakeholders for the Pinnacle Case Study
      3. Working Together: The Magic Success Formula
      4. Stakeholder Analysis Tool
      5. The Least You Need to Know
    2. Chapter 7 - Scoping Out Project Success
      1. Start with the Business Case
      2. Clear Project Goals Make Sense to Everyone
      3. The Primary Goals of Every Project
      4. Six Criteria for Setting Great Goals
      5. Establishing Goals Step-by-Step
      6. Developing the Project Charter
      7. Seeing Eye to Eye
      8. The Least You Need to Know
    3. Chapter 8 - Managing Risks and Constraints
      1. The Three Common Types of Risk
      2. The Basics of Risk Management
      3. Track Risks with a Risk Register
      4. Constraints vs. Risks
      5. Constraints to Consider
      6. Risky Business
      7. The Least You Need to Know
  7. Part 3 - The Project Planning Phase
    1. Chapter 9 - The Breakdown of Work
      1. Breaking Your Project into Bite-Sized Pieces
      2. Criteria for Ensuring Quality Work
      3. Give Yourself Plenty of Time
      4. The Least You Need to Know
    2. Chapter 10 - The Network Diagram
      1. What’s a Network Diagram?
      2. Why Do You Need a Network Diagram?
      3. The WBS and the Network Diagram
      4. Complex Time Relationships for Critical Projects
      5. When Is Enough Enough?
      6. Two Common Network Methods
    3. Chapter 11 - Establishing the Schedule of Work
      1. The Schedule or the Budget: Which Is First?
      2. The Schedule Synchronizes the Project
      3. Estimating Time: Your Best Guess at Effort and Duration
      4. Some Other Options
      5. Weighing the Risk
      6. Details, Details …
      7. More on Gantt Charts
      8. Other Schedule Considerations
      9. The Least You Need to Know
    4. Chapter 12 - Critical Path and the Schedule
      1. Determine a Project’s Critical Path
      2. Not Just Floating Around
      3. Use the Critical Path Worksheet to Calculate Path and Float
      4. Normalizing the Schedule
      5. Loading Up and Leveling Out
      6. The Reallocation Questions
      7. Ready for Leveling Out
      8. Options for Adjusting the Schedule
      9. Adjust a Schedule to Meet a Forced Deadline
      10. Chart the Final Schedule and See Whether It Works
      11. The Least You Need to Know
    5. Chapter 13 - Budgeting and Cost Control Options
      1. How to Avoid the Classic Budgeting Mistakes
      2. Three Levels of Accuracy for Estimating
      3. Other Sources of Data for Building the Budget
      4. Direct and Indirect Costs
      5. Building a Budget
      6. Get Expert Opinions
      7. Types of Budgeting Methods
      8. Refining the Budget
      9. Adding a Little Insurance Money
      10. Master Budget Control
      11. The Time Value of Money
      12. The Least You Need to Know
    6. Chapter 14 - Building a Winning Project Team
      1. The First Step
      2. Building the Core Project Team
      3. The Complete Execution Team: Where the Work Is Done
      4. Matching Skills to Tasks on the WBS
      5. Where Will the People Come From?
      6. Deciding What You Need and Assigning People
      7. The Problem of Imposed Team Members
      8. The Least You Need to Know
    7. Chapter 15 - Getting Supplies, Equipment, and More
      1. The Additional Resources You Need
      2. Planning for Outside Vendors, Contractors, and Suppliers
      3. Working with the Purchasing Department
      4. The Final Steps in Procurement
      5. The Least You Need to Know
    8. Chapter 16 - Getting the Plan Approved
      1. Reasons to Plan in the First Place
      2. The Reality Check Before Approval
      3. Putting It All Together
      4. Presenting the Project Plan
      5. Plan Approval
      6. From Plan to Action, Finally
      7. The Least You Need to Know
  8. Part 4 - The Execution Phase
    1. Chapter 17 - Getting Started on the Right Track
      1. Always Get Your Own Act Together First!
      2. Do It Now and Do It Right
      3. The First Project Meeting
      4. Information Everyone Needs to Get Started
      5. Managing Global Projects
      6. The Least You Need to Know
    2. Chapter 18 - Leadership: Providing Direction
      1. The Importance of Establishing Your Leadership
      2. How to Lead Change
      3. Building a Case for Change
      4. Competing with Other Projects for Attention
      5. Leading a Technical Project When You Don’t Have Expertise
      6. Being All Things to All People
      7. The Least You Need to Know
    3. Chapter 19 - Building an Organization
      1. No Easy Task, but Someone Has to Organize These People
      2. The Human Drama: Personality, Politics, and Corporate Culture
      3. On Becoming a Team: The Basic Ways to Organize People
      4. Which Structure Should You Use?
      5. Managing the Working Committee
      6. The Least You Need to Know
    4. Chapter 20 - Establishing Operating Guidelines
      1. Project Process Groups in Each Phase
      2. Project Processes vs. Project Procedures
      3. The Plan-Do-Check-Act Cycle
      4. The Things That Need to Get Done
      5. Handling Business Process Changes
      6. Set Up a Work Authorization System
      7. Administrative Procedures That Won’t Hurt
      8. Why You Should Keep a Project Diary
      9. The Bottom Line
      10. The Least You Need to Know
    5. Chapter 21 - Making Your Communications Count
      1. The Basics of Communications: It’s All About Perceptions
      2. What Does a Communication Plan Look Like?
      3. Execute the Communication Plan
      4. Communication and Leadership
      5. The Least You Need to Know
  9. Part 5 - The Controlling Processes
    1. Chapter 22 - Monitoring and Controlling the Plan
      1. Taking Charge and Getting Control
      2. What Monitoring Should Accomplish
      3. Using Earned Value Analysis to Determine Project Status
      4. Using Gantt Charts to Control Your Project
      5. The Project Review Meeting as a Control Process
      6. The Project Audit
      7. The Project Peer Review
      8. Monitoring and Controlling the Budget
      9. Putting It All Together
      10. The Least You Need to Know
    2. Chapter 23 - Preparing Operations for Success
      1. Five Requirements for Operations Integration
      2. Developing the Training Plan
      3. Signs That Operations Is Not Ready
      4. Overcoming Resistance to Change
      5. The Least You Need to Know
    3. Chapter 24 - Changes, Changes, and More Changes
      1. Develop a Process for Integrated Change Control
      2. Understanding and Estimating the Impact of Changes
      3. The Balancing Act
      4. Comparing Changes with Trade-Off Analysis
      5. Communicating a Scope Change
      6. When Conflicts Occur
      7. Create an Issues Log
      8. The Least You Need to Know
    4. Chapter 25 - Quality: Delivering the Best
      1. What Exactly Does Quality Mean in a Project?
      2. Planning for Quality Is the Starting Point
      3. Quality Planning Tools and Techniques
      4. Quality Assurance: The Real Proof
      5. Quality Control: It’s All About Results
      6. The Least You Need to Know
    5. Chapter 26 - Common Project Problems
      1. Recognizing All Problems, Large and Small
      2. The Floating Start Date
      3. There’s Not Enough Time, or They Need It Faster
      4. The 90-Percent-Done Syndrome
      5. Moving Target Objectives
      6. The Key Person Always Quits
      7. Costs Spiral Out of Control
      8. The Staff Has More Enthusiasm Than Talent
      9. The Impossible Remains Impossible
      10. Politics and Management by Bestseller
      11. Taking Care of Yourself to Remain Sane
      12. The Least You Need to Know
  10. Part 6 - The Close-Out Phase
    1. Chapter 27 - Closing Out the Project
      1. Is There Life After Project Termination?
      2. Why Is a Close-Out Phase Necessary?
      3. The Final Shutdown
      4. Write Out Your Lessons Learned
      5. Some Additional Details for Project Shutdown
      6. The After-Implementation Review
      7. Three Ways to Release a Workforce
      8. Give It Up!
      9. The Least You Need to Know
    2. Chapter 28 - The Final Evaluation
      1. Evaluating Your Project
      2. Writing the Final Report
      3. Who Accomplished What and How Well?
      4. The Bottom Line and You
      5. The Least You Need to Know
  11. Part 7 - Project Organization and Tools
    1. Chapter 29 - The Project Management Office (PMO)
      1. What Is the Purpose of a PMO?
      2. Nature of Program Management and Projects
      3. Relationship Among Projects, Programs, and Portfolios
      4. The Role of a Program Manager
      5. What It Takes to Become a Program Manager
      6. External Factors
      7. The Least You Need to Know
    2. Chapter 30 - Software for All Projects
      1. Software That Simplifies the Details
      2. What Can Project Management Programs Do?
      3. The Virtual World of the Project Needs Virtual Tools
      4. The Types of Project Management Programs
      5. How Do You Choose?
      6. Things Project Management Software Can’t Do
      7. Go Get Yourself Some!
      8. The Least You Need to Know
  12. Appendix - Web Resources for Project Managers
  13. Index