book

The Fast Forward MBA in Project Management, 6th Edition

by Eric Verzuh

January 2021

Beginner to intermediate

544 pages

14h 36m

English

Wiley

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INTRODUCTIONA TIMELESS LEADERSHIP TOOLSETPROJECT MANAGEMENT IS KEEPING PACE WITH GLOBAL CHANGEPROJECT MANAGEMENT IS AN ESSENTIAL LEADERSHIP SKILL SETSUCCESSFUL PROJECTS DELIVER VALUETHE ART AND SCIENCE OF PROJECT LEADERSHIPA PRACTICAL CHECKLIST FOR SUCCESSFUL PROJECTS: HOW THIS BOOK WILL HELP YOUBEYOND THE BOOK: TOOLS FOR APPLICATION AND CONTINUOUS LEARNING
INTRODUCTIONTHE PROJECT LEADERSHIP CHALLENGEBUILD A TEAM CULTURE SUITED TO A JOURNEY OF DISCOVERYTEMPORARY TEAMS FORM BEFORE THEY PERFORMBUILD PERSONAL AUTHORITY AND INFLUENCEPROJECT LEADERS NEED POLITICAL SAVVYYOUR DECISION TO LEADEND POINT

INTRODUCTIONPROJECTS REQUIRE PROJECT MANAGEMENTHOW A PROJECT IS DEFINEDTHE CHALLENGE OF MANAGING PROJECTSTHE EVOLUTION OF A DISCIPLINETHE DEFINITION OF PROJECT SUCCESSPROJECT MANAGEMENT FUNCTIONSPROJECT LIFE CYCLEORGANIZING FOR PROJECTSPROJECT MANAGERS ARE LEADERSEND POINT
INTRODUCTIONDEFINING VALUE: A NEW LENS FOR JUDGING PROJECTS INFORMS THE DEVELOPMENT PROCESSCHOOSE A PRODUCT DEVELOPMENT PROCESS THAT DELIVERS VALUEBEST PRACTICES FOR CAPTURING REQUIREMENTS ARE INTEGRATED INTO A PRODUCT DEVELOPMENT PROCESSA DEVELOPMENT PROCESS IS NOT PROJECT MANAGEMENTWATERFALL OR AGILE: WHICH DELIVERS THE BEST VALUE?COMMON AGILE PRACTICESCOMMON AGILE BENEFITSCHOOSING BETWEEN AGILE AND WATERFALL DEVELOPMENTINNOVATION PROJECTS EXPERIMENT TO DISCOVER DESIRABILITY AND VIABILITYPRODUCT DEVELOPMENT METHODS INFLUENCE PROJECT MANAGEMENTEND POINT
INTRODUCTIONPROJECT INITIATION'S PLACE IN THE PROJECT LIFE CYCLEA MINI‐ANALYSIS PHASE OR A COMPLETE PROJECTTHE ROLE OF A PROJECT MANAGER IN PROJECT INITIATIONA BUSINESS CASE DEFINES THE FUTURE BUSINESS VALUEBUSINESS RISK AND PROJECT RISKMANAGING REQUIREMENTS IS TIGHTLY LINKED TO PROJECT INITIATIONCOMMON PRINCIPLES FOR PROJECT INITIATIONPROJECT SELECTION AND PRIORITIZATIONBASIC BUSINESS CASE CONTENTDESIGNING A REALISTIC INITIATION PROCESSPROJECT LEADERSHIP: FOCUS ON VALUEEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONSTAKEHOLDER FOCUS THROUGHOUT THE LIFE OF THE PROJECTSTAKEHOLDER MANAGEMENT IS RISK MANAGEMENT FOR PEOPLESTAKEHOLDER ROLES ON EVERY PROJECTSTAKEHOLDER ROLES: PROJECT MANAGERSTAKEHOLDER ROLES: PROJECT TEAMSTAKEHOLDER ROLES: MANAGEMENTSTAKEHOLDER ROLES: THE CUSTOMERAFFECTED STAKEHOLDERS CAN MAKE CRUCIAL CONTRIBUTIONSENGAGE AFFECTED STAKEHOLDERSLEAD THE STAKEHOLDERSEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONPROJECT RULES ARE THE FOUNDATIONPUBLISH A PROJECT CHARTERWRITE A PROJECT CHARTERRESPONSIBILITY MATRIXEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONALL PROJECT MANAGEMENT IS RISK MANAGEMENTTHE RISK MANAGEMENT FRAMEWORKSTEP ONE: IDENTIFY THE RISKSSTEP TWO: ANALYZE AND PRIORITIZE THE RISKSSTEP THREE: DEVELOP RESPONSE PLANSSTEP FOUR: ESTABLISH CONTINGENCY AND RESERVESTEP FIVE: CONTINUOUS RISK MANAGEMENTUNEXPECTED LEADERSHIPEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONDEFINING THE WORK BREAKDOWN STRUCTUREBUILDING A WORK BREAKDOWN STRUCTURECRITERIA FOR A SUCCESSFUL WORK BREAKDOWN STRUCTUREWORK PACKAGE SIZEWHEN VERY SMALL TASKS MAKE SENSEPLANNING FOR QUALITYBREAKING DOWN LARGE PROGRAMSCONTRACTORS OR VENDORS CAN PROVIDE A WBSEND POINT
INTRODUCTIONPLANNING OVERVIEWPLANNING STEP TWO: IDENTIFY TASK RELATIONSHIPSPLANNING STEP THREE: ESTIMATE WORK PACKAGESPLANNING STEP FOUR: CALCULATE AN INITIAL SCHEDULEPLANNING STEP FIVE: ASSIGN AND LEVEL RESOURCESSMALL PROJECTS NEED SMALLER PLANSEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONSCRUM IS A FRAMEWORKSCRUM AT A GLANCEMANAGING THE PRODUCT BACKLOGMAKE THE PLAN VISIBLE: TASK BOARDS AND BURNDOWN CHARTSKEY FACTORS FOR SCRUM TO BE EFFECTIVESCRUM AND PROJECT MANAGEMENTEND POINT
INTRODUCTIONESTIMATING FUNDAMENTALSESTIMATING TECHNIQUESBUILDING THE DETAILED BUDGET ESTIMATEGENERATING THE CASH FLOW SCHEDULEEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONTHREE LEVELS OF BALANCING A PROJECTBALANCING AT THE PROJECT LEVELBALANCING AT THE BUSINESS CASE LEVELBALANCING AT THE ENTERPRISE LEVELEND POINT
INTRODUCTIONLESSONS FROM FILM, TELEVISION, AND VIDEO PRODUCTIONLESSONS FROM CREATING VIDEO GAMESLESSONS FROM MUSIC PRODUCTIONLEARNING TO MANAGE MEDIA, ENTERTAINMENT, TECHNOLOGY, AND ART (M.E.T.A.) PROJECTSEND POINT
INTRODUCTIONA FRAMEWORK FOR BUILDING HIGH‐PERFORMANCE TEAMSLEADERSHIP RESPONSIBILITIESBUILDING A POSITIVE TEAM CULTUREGROUND RULESTEAM IDENTITYTEAM LISTENING SKILLSMEETING MANAGEMENTCOLLABORATIVE PROBLEM‐SOLVINGPROBLEM ANALYSISDECISION MODESCONFLICT MANAGEMENTCONTINUOUS LEARNINGJOB SATISFACTIONEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONEMBRACE YOUR ROLE AS A LEADERCREATING A COMMUNICATION PLANCOMMUNICATING WITHIN THE PROJECT TEAMVIRTUAL TEAMS BENEFIT FROM FORMAL COMMUNICATIONCLOSEOUT REPORTINGEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONWHY THE PEOPLE SIDE MATTERSOUTCOMES DESIRED: INDIVIDUAL CHANGE MANAGEMENT USING ADKARACTIONS REQUIRED: ORGANIZATIONAL CHANGE MANAGEMENTROLES: WHO DOES CHANGE MANAGEMENTEND POINT
INTRODUCTIONTHE CHANGE CONTROL PROCESSCONFIGURATION MANAGEMENTCHANGE CONTROL IS ESSENTIAL FOR MANAGING EXPECTATIONSEND POINTFAST FOUNDATION IN PROJECT MANAGEMENT
INTRODUCTIONMEASURING SCHEDULE PERFORMANCEMEASURING COST PERFORMANCEEARNED VALUE REPORTINGESCALATION THRESHOLDSCOST AND SCHEDULE BASELINESEND POINT
INTRODUCTIONRESPONSIBILITY BEYOND YOUR AUTHORITYDISASTER RECOVERYWHEN THE CUSTOMER DELAYS THE PROJECTTHE IMPOSSIBLE DREAMFIGHTING FIRESMANAGING VOLUNTEERSEND POINT
INTRODUCTIONDEFINING ENTERPRISE PROJECT MANAGEMENTTHREE TIERS OF MANAGEMENT WITHIN EPM: PORTFOLIO, PROGRAM, PROJECTTHE FOUR COMPONENTS OF EPM: PROCESS, PEOPLE, TECHNOLOGY, PMOESTABLISH CONSISTENT EPM PROCESSESTECHNOLOGY ENABLES EPM PROCESSESTHE PEOPLE WHO DELIVER PROJECTSSUPPORT PROJECT MANAGEMENT: THE PROJECT MANAGEMENT OFFICEEND POINT
INTRODUCTIONREQUIREMENTS AND PROJECT MANAGEMENT ARE INTIMATELY CONNECTEDREQUIREMENT TYPES ILLUSTRATE THE EVOLVING PRODUCT VISIONREQUIREMENTS SCOPE AND PROCESSESREQUIREMENTS DEVELOPMENT ACTIVITIESREQUIREMENTS MANAGEMENT ACTIVITIESTHE AUDIENCE FOR REQUIREMENTSEND POINT
INTRODUCTIONTHE COST OF QUALITYBUILD THE QUALITY DISCIPLINE INTO A PROJECTQUALITY ASSURANCE AND QUALITY CONTROLQUALITY PRACTICES IMPROVE REQUIREMENTSTHE QUALITY DISCIPLINE IMPROVES PROCESSESQUALITY IS AN ORGANIZATIONAL COMMITMENTEND POINT
INTRODUCTIONREQUIREMENTS TO EARN THE PMPTOP 10 STUDY TIPS FOR THE PMP EXAMEND POINT
CHAPTER 2CHAPTER 4CHAPTER 6CHAPTER 8CHAPTER 13CHAPTER 14CHAPTER 15CHAPTER 20CHAPTER 22CHAPTER 23

Content preview from The Fast Forward MBA in Project Management, 6th Edition

PART 1Introduction

As the pace of change increases in every aspect of our societies, from government to health care to business, the ability to manage projects continues to grow in importance.

Why has project management become a strategic capability for organizations and a popular career track for individuals? In Part 1 of this book, you will find answers to these questions and more.

Every project has a start and finish, and every project is unique. That makes managing projects different from managing ongoing operations. The tools and techniques presented in this book have evolved over 70 years to deal with these challenges. Chapter 1 introduces the value of project management. Chapter 2 focuses on the key project manager responsibility of leading all stakeholders. Chapter 3 provides an overview of the discipline.

Innovation is accomplished through projects. But it takes more than project management to create breakthrough products and services. Chapter 4 explores the ways that agile frameworks are changing how we structure the work.

We live in a world where change—and the rate of change—is constantly increasing. In order to survive and prosper, organizations need to continually modify their products and services. Projects are the means by which these innovations are delivered.

Greater change = more innovations = more projects.