book

Your Project Management Coach: Best Practices for Managing Projects in the Real World

by Bonnie Biafore, Teresa Stover

February 2012

Beginner to intermediate

504 pages

11h 55m

English

Wiley

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What Is a Project?How Do Projects Differ from Other Work?SummaryCoach's Review
What Is Project Management?Project Management Processes: Start to FinishBalancing Scope, Time, Cost, and QualityProject Management MethodologiesProject Management Knowledge AreasWho Makes a Good Project Manager?SummaryCoach's Review
From Idea to Project: An Overview of Project InitiationDefining a ProjectIdentifying the Project StakeholdersPreparing the Project ProposalGetting Approval or Sign-OffPublicizing the Project CharterAssembling the Project NotebookSummaryCoach's Review
What Work Has to Be Done?How Much Will the Project Cost?Who Will Do the Work?When Will the Project Be Done?How Will the Project Be Managed?SummaryCoach's Review
Understanding the Work Breakdown StructureIdentifying WorkOrganizing Work in the WBSSpecifying Task DetailsSummaryCoach's Review
Who Should Estimate a Project?Managing the Uncertainty of EstimatesPreparing EstimatesEstimating Project CostsBuilding a BudgetSummaryCoach's Review

Documenting Roles and ResponsibilitiesIdentifying Resource NeedsSummaryCoach's Review
Tools for Building a ScheduleSequencing with DependenciesApplying Date ConstraintsAssigning Resources to TasksModeling a Realistic ScheduleOptimizing the ScheduleSummaryCoach's Review
Defining QualityQuality Standards and MethodsDeveloping the Quality PlanBuilding in Excellence with QAVerifying the Standards with QCSummaryCoach's Review
Guidelines for Good CommunicationThe Components of a Communication PlanWho Are the Audiences?What Do You Communicate?What's the Best Communication Method?SummaryCoach's Review
When to Manage ChangesWho Sits on a Change Review BoardThe Anatomy of a Change Management ProcessSummaryCoach's Review
Identifying Risks to a ProjectAnalyzing the RisksChoosing the Risks to ManagePlanning Risk ResponsesEstablishing ContingenciesTracking RisksWhen a Risk Becomes RealityTracking IssuesSummaryCoach's Review
Preparing to Execute the ProjectObtaining ResourcesNext StepsSummaryCoach's Review
Defining Project ProcessesGuidelines for EffectivenessSummaryCoach's Review
Running Effective MeetingsTypes of Project MeetingsFollowing Up after MeetingsSummaryCoach's Review
Developing a TeamEvaluating People's PerformanceSummaryCoach's Review
Choosing the Data to CollectObtaining Time and StatusSummaryCoach's Review
Evaluating Progress and VarianceEarned Value AnalysisEvaluating FinancialsSummaryCoach's Review
Ways to Correct CourseWho Approves Course CorrectionsGetting a Project Out of TroubleSummaryCoach's Review
Determining Whether the Project Is a SuccessObtaining Sign-OffDocumenting the Project: The Project Closeout ReportFinancial, Legal, and Administrative CloseoutProject TransitionsSummaryCoach's Review
Gathering InformationOrganizing the Project ArchivesStoring the Project ArchivesSummaryCoach's Review
How Lessons Learned HelpGathering Lessons LearnedDocumenting Lessons LearnedSummaryCoach's Review
Defining PMO FunctionsSetting Up a PMOSummaryCoach's Review
What Is Project Portfolio Management?Evaluating and Prioritizing Projects for the PortfolioTracking and Managing the Project PortfolioSummaryCoach's Review
Capturing Ideas for ProjectsSelecting ProjectsSummaryCoach's Review
Chapter 1: Getting to Know ProjectsChapter 2: Getting to Know Project ManagementChapter 3: Getting a Project Off the GroundChapter 4: What Goes into a Project PlanChapter 5: Identifying the Work to Be CompletedChapter 6: Estimating Work and CostChapter 7: Planning Project ResourcesChapter 8: Building a ScheduleChapter 9: Planning for QualityChapter 10: Setting Up a Communication PlanChapter 11: Setting Up a Change Management PlanChapter 12: Managing RiskChapter 13: Kicking Off a ProjectChapter 14: Taming Processes, Problems, and ConflictsChapter 15: The Keys to Successful MeetingsChapter 16: Transforming People into a TeamChapter 17: Gathering Progress InformationChapter 18: Evaluating Progress and PerformanceChapter 19: Getting a Plan Back on TrackChapter 20: Obtaining Acceptance and Other Wrap-Up TasksChapter 21: Documenting a Project for PosterityChapter 22: Don't Forget Lessons LearnedChapter 23: Running a Project Management OfficeChapter 24: Managing a Portfolio of ProjectsChapter 25: Selecting the Right Projects
Chapter 3: Getting a Project Off the GroundChapter 6: Estimating Work and CostChapter 7: Planning Project ResourcesChapter 10: Setting Up a Communication PlanChapter 11: Setting Up a Change Management PlanChapter 12: Managing RiskChapter 15: The Keys to Successful MeetingsChapter 17: Gathering Progress InformationChapter 18: Evaluating Progress and PerformanceChapter 20: Obtaining Acceptance and Other Wrap-Up TasksChapter 21: Documenting a Project for PosterityChapter 22: Don't Forget Lessons LearnedChapter 25: Selecting the Right Projects

Content preview from Your Project Management Coach: Best Practices for Managing Projects in the Real World

Part III

Executing a Project

Chapter 13: Kicking Off a Project

Chapter 14: Taming Processes, Problems, and Conflicts

Chapter 15: The Keys to Successful Meetings

Chapter 16: Transforming People Into a Team

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Publisher Resources

ISBN: 9781118144244Purchase book