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The New One-Page Project Manager: Communicate and Manage Any Project With A Single Sheet of Paper, 2nd Edition

Book Description

How to manage any project on just one piece of paper

The New One-Page Project Manager demonstrates how to efficiently and effectively communicate essential elements of a project's status. The hands of a pocket watch reveal the time of day without following every spring, cog, and movement behind the face. Similarly, an OPPM template reduces any project—no matter how large or complicated—to a simple one-page document, perfect for communicating to upper management and other project stakeholders. Now in its Second Edition, this practical guide, currently saving time and effort in thousands of organizations worldwide, has itself been simplified, then refined and extended to include the innovative AgileOPPM™.

  • This Second Edition will include new material and updates including an introduction of the ground-breaking AgileOPPM™ and an overview of MyOPPM™ template builder, available on-line

  • Includes references throughout the book to the affiliated sections in the Project Management Body of Knowledge (PMBOK)

  • Shows templates for the Project Management Office (PMO)

This new and updated Second Edition will help you master the one-page approach to both traditional project management and Agile project management.

Table of Contents

  1. Cover
  2. Praise for The New One-Page Project Manager
  3. Title Page
  4. Copyright
  5. Dedication
  6. Foreword
  7. Acknowledgments
  8. Introduction
    1. 70 Years of Experience
    2. Project Management: A Brief History
  9. Chapter 1: The Necessity of Simplicity and the Power of Visuals
    1. The Guiding Principle
    2. The Power of Visuals
    3. Critical Path Method and Earned Value Management
    4. Now to Turn Things 180 Degrees—Beware of Being Too Simple
  10. Chapter 2: OPPM Is All about Communication
  11. Chapter 3: What Is the One-Page Project Manager?
  12. Chapter 4: A Traditional Project
    1. Five Essential Parts of a Project
    2. Ownership Is Remarkably Powerful
  13. Chapter 5: The 12 Construction Steps for a Traditional OPPM
    1. Step 1: The Header
    2. Step 2: The Owners
    3. Step 3: The Matrix
    4. Step 4: The Sub-Objectives
    5. Step 5: The Major Tasks
    6. Continuous Improvement
    7. Step 6: Aligning Tasks with Sub-Objectives
    8. Step 7: The Report Dates
    9. Step 8: Aligning Tasks to Report Dates
    10. Step 9: Aligning Tasks and Schedule to Owners
    11. Step 10: Risks, Qualitatives, and Other Metrics
    12. Step 11: Costs and Metrics
    13. Step 12: Summary & Forecast
    14. The 12 Steps Come Together
  14. Chapter 6: The Five Reporting Steps for a Traditional OPPM, or OPPM in Action
    1. Five Steps to Creating a Report Using the OPPM
    2. Examples of the OPPM in Action
    3. A Report Early in the Project
    4. A Report Midway through the Project
    5. A Report Near the End of the Project
  15. Chapter 7: An Agile Project: Five Essential Parts of an Agile Project
  16. Chapter 8: The 12 Construction Steps for an Agile OPPM
    1. Step 1: The Header
    2. Step 2: Development Team
    3. Step 3: The Matrix
    4. Step 4: Feature Sets
    5. Step 5: Releases and Sprints
    6. Step 6: Aligning Sprints with Feature Sets
    7. Step 7: Sprint Dates and Time Boxes
    8. Step 8: The Schedule
    9. Step 9: Backlog Burndown
    10. Step 10: Risks, Qualitatives, and Other Metrics
    11. Step 11: Overall Status
    12. Step 12: Summary & Forecast
  17. Chapter 9: The Seven Reporting Steps for an Agile OPPM
    1. Seven Steps to Creating a Report Using the OPPM
  18. Chapter 10: Thinking about Projects
    1. The Visionary Thinker
    2. The Start-to-Finish Thinker
    3. The Finish-to-Start Thinker
    4. Assets of These Thinkers
    5. Liabilities of These Thinkers
    6. People Are Multidimensional
    7. What the Project Leader Needs to Do
  19. Chapter 11: The Project Management Office
    1. Project Dashboard
    2. Corporate Project Methodology
    3. Project Training
    4. Consistent Application
    5. Project Public Relations
    6. Project Prioritization
    7. Project Review and Corrective Action
    8. Project Archives and Continuous Improvement
    9. Example
  20. Chapter 12: Consulting and Marketing with the OPPM
    1. Phase 1: The Small Consulting Engagement
    2. Phase 2: The Large Consulting Engagement
  21. Appendix A: The One-Page OPPM
  22. Appendix B: OPPM and the PMBOK
    1. OPPMs and Communication Processes
  23. Index