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The Definitive Guide to Project Management: The fast track to getting the job done on time and on budget, Second Edition

Name: The Definitive Guide to Project Management: The fast track to getting the job done on time and on budget, Second Edition
ISBN: 9780273710974

by Sebastian Nokes, Sean Kelly

August 2008

Intermediate to advanced

376 pages

10h 45m

English

Pearson Business

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Copyright
About the Authors
Sebastian NokesSean Kelly
Acknowledgements
Preface to the Second Edition
List of Figures
An Introductory Case Study
1. Introduction
Aims of this chapterWhat’s new about the new edition?What do project managers really want?Emerging standards for project managementProject management is founded on common senseHow readers can use this bookWhat kinds of project is this book aimed at?Project management’s nine knowledge areasProjects as a distinct class of activityProjects and processesDefinitions of projectProgrammes and projectsIdentifying projectsManaging projectsThe project management lifecycleSummaryNotes
2. Project organization, people and management
Aims of this chapterStructure of this chapterFirst thoughtsOrganizational structure and project structureMain kinds of organization and consequences for project managementProject management systemProject organization and project rolesSponsorProject managerProject team memberProgramme boardProgramme or project management officePerforming organizationStakeholdersInfluencersSubject matter expertSeller (also Supplier)Users and customers (and ‘intelligent customers’)Managing the project teamTeam selectionGaining and maintaining authorityMaintaining authority when you make a mistakePersonal work stylesSocializingMoraleSupervision, or monitoring and controlThe boundaries of responsibilityProject lifecycleIntroductionProject phasing and the project lifecycleMilestones, phases and stage gatesPhasing in cost and risk controlPhases to control when people start workFront-end loading (FEL)A key distinction: lifecycle versus project process groupsProject lifecycles and product lifecyclesSummaryFurther readingNotes
3. Project management processes
Aims of this chapterProcess groups — rationale and general principlesThe OODA loopThe Plan–Do–Check–Act cycleHow to use the process groupsThe initiating process groupWhat is the initiating process group?What is the output of initiation?Why is initiation important in project management?Who should be involved in initiation?The planning process groupWhat is the planning process group?What is the output of planning?Who should be involved in planning?The executing process groupWhat is the executing process group?What is the output of executing?Why is executing important in project management?Who should be involved in executing?The monitoring and controlling process groupWhat is the monitoring and controlling process group?What is the output of monitoring and controlling?Why is monitoring and controlling important in project management?Who should be involved in monitoring and controlling?The closing process groupWhat is the closing process group?What is the output of closing?Why is closing important in project management?Who should be involved in closing?SummaryNotes
4. Project integration management
Aims of this chapterWhat is project integration management?The role of integration in project managementA first look at project integration managementUnderstanding how the project will interact with the organizationIntegrating external inputs to the projectInfluencing and coordinating resources outside the project’s commandSelecting the right project management tools given the project’s complexityProcesses and process groups of integration managementThe sequence of integration processesHow do projects get started?Develop project charterThe project charter as a control and approval deviceThe project charter and interfacingStatement of workDevelop preliminary project scope statementDevelop project management planProject planning methodologyBenefits of planningHow to planActivity definitionWork breakdown structure (WBS)Product breakdown structure (PBS)PERT chartsGantt charts (also known as timelines)Project initiationFactors affecting the means of project initiationUnderstand, document and communicate planning assumptionsDirect and manage project executionRequested changesDeliverablesOther project integration management tools and techniquesProject management information systemChange control systemsDrum resourceHammock taskIntegrated change controlCorrective and preventive actionsProject selection methodsEarned value techniqueConfiguration management systemChange Control BoardMonitor and control project workConfiguration managementLessons learnedAdministrative closureContract closureClose projectSummaryFurther readingNotes

5. Project scope management
Aims of this chapterWhat is project scope management?Principles of project scope managementScope planningScope definitionCreate work breakdown structureScope verificationScope creepScope controlScope management process in actionSummary
6. Project time management
Aims of this chapterWhat is time management?Time management in projectsTrading timeProject time management process groupActivity definitionInputs to activity definitionTools and techniques for activity definitionActivity definition outputsActivity sequencingInputs to activity sequencingTools and techniquesPrecedence diagramming methodArrow diagramming methodSchedule network templatesDependency determinationApplying leads and lagsActivity sequencing outputsActivity resource estimatingInputsTools and techniquesAlternatives analysisPublished estimating dataBottom-up estimatingOutputsActivity duration estimatingInputsTools and techniquesAnalogous estimatingParametric estimatingThree-point estimateReserve analysisOutputsSchedule developmentInputsTools and techniquesSchedule network analysisThe critical path methodSchedule compressionWhat-if scenario planningResource levellingCritical chain methodProject management softwareApplying calendarsAdjusting leads and lagsSchedule modelOutputsSchedule controlInputsTools and techniquesOutputsMeetings and time managementProcessSummary
7. Cost management
Aims of this chapterCosts matterKey conceptsThe importance of costs and financial knowledgeThe bare minimunScope and costFive rules of thumb for estimating costsA specialist taskCost management process groupsCost estimatingAccuracy of estimatesInputs, tools and techniquesEngineering methodsConference methodAccount analysis methodQuantitative analysis of cost relationshipsCost budgetingCost controlSummaryFurther readingNotes
8. Quality Management
Aims of this chapterAn introduction to the concept of qualityQuality management — an overview of the knowledge areaQuality and quality management definedQuality planningInputs to the quality planning processTools and techniques used in the quality planning processQuality planning outputsThe difference between quality assurance and quality controlQuality assuranceThe quality assurance processQuality controlControl charts and the statistical concept of controlSummaryFurther readingNotes
9. People Management (Human Resources)
Aims of this chapterPeople matterProject HR management processesHR planningAcquire the project teamDevelop the project teamManage the project teamSummaryFurther reading
10. Project Communications Management
Aims of this chapterWhy communication is important in projectsSome problems of project communicationTen principles of project communicationKnow your audienceKnow what you are talking aboutPick the right medium for the audienceRecognize tensions in the needs to communicateWork with the sponsorTest and adjustIf your message can be misunderstood, it will bePlan and rehearseLet people know what is going on, especially your sponsorListen and ask questions – understand that communication is two-wayE-mail alone is not communicationInformation gatheringA systematic approach to communications managementCommunications planningInformation distributionHow you communicate – further words on communication skillsOutputs – informationOutputs – requested changesPerformance reportingManage stakeholdersSummaryFurther reading
11. Project Risk Management
Aims of this chapterWhat is project risk management?Risk management principlesRisk management planningRisk management planRisk categoriesTechnicalExternalOrganizationalProject managementRisk identificationDocumentation reviewsInformation gathering techniquesBrainstormingDelphi techniqueInterviewingRoot cause analysisStrengths, weaknesses, opportunities and threats analysis (SWOT)Checklist analysisAssumptions analysisDiagramming techniquesOutput of risk identification – risk registerQualitative risk analysisProbability/impact matrixRisk data quality assessmentRisk categorizationRisk urgency assessmentOutputs of qualitative risk analysis – risk registerQuantitative risk analysisExpected monetary value (EMV)Monte Carlo analysisDecision treeOutput of quantitative risk analysis – risk register updatesRisk response planningRisk response strategiesRisk monitoring and controlRisk assessment (also known as risk review)Risk auditVariance and trend analysisTechnical performance analysisReserve analysisStatus meetingsSummary
12. Project Procurement Management
Aims of this chapterWhat is project procurement management?Why bother with procurement management?How does procurement management fit in the process groups?Critical factors in procurementTimePersonal relationships with your own procurement peopleDetails of the specifications in the procurement agreementSteps in project procurement managementFirst steps: planningNext steps: executingContractsFixed price (FP) contractsCost reimbursable (CR) contractsTime and materials (T&M) contractsContract statement of workContract administrationContract change control systemThe project manager’s roleThe special problems of IT procurementCentralized/decentralized contractingSummaryNotes
13. Professional Responsibility
Aims of this chapterWhat is a profession? What is professional responsibility?The business case for professional responsibilityThe PMI and professional responsibilityCodes of ethicsSummaryNote
A. The critical chain method
Understanding activity durationsCritical chain and activity durationsAggregating contingencyFocus on critical activitiesFeed buffersResource buffersEliminating multitaskingThe project buffer as a diagnosticAction summaryPlanningExecutingNotes
B. Benefits Management
The problemBenefits managementBenefits identificationBenefits analysisBenefits planningBenefits realizationBenefits transitionBusiness benefitsImplementationSummary
C. PMI Exam Preparation
Aims of this appendixWhat are the credentials offered by the PMI?PMP or CAPM?Exam structurePreparing for and sitting the examExamples of questionsAnswers
Afterword Ten Top Tips for Managing Projects
1 Know your people2 Cultural and ethical realism3 Know the business4 Keep everyone happy, or at least content5 Communicate in the most appropriate manner6 Get a grip on the politics early7 Consider the unexpected and allow for it8 Don’t sugar the pill. Tell it as it is9 Consider the practical implications of high-level decisions10 Be the good guy. Honesty, sincerity and trust

Content preview from The Definitive Guide to Project Management: The fast track to getting the job done on time and on budget, Second Edition

Chapter 4. Project integration management

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Aims of this chapter

Project integration management is the heart of project management. When you have completed this chapter you should:

know what project integration management is, how it relates to project management as a whole, and why it is important;
be able to categorize project activities ...

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Megaproject Management: Lessons on Risk and Project Management from the Big Dig

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The Definitive Guide to Project Management: The fast track to getting the job done on time and on budget, Second Edition

by Sebastian Nokes, Sean Kelly

Chapter 4. Project integration management

Aims of this chapter

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.