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Contents Preface 1. What Is a Project? Projects Are a Type of Work Projects Distinguished From Tasks and From Processes Programs are Collections of Projects Project Management Maturity Integrated Project Management The Project Management "Hat" is Different From the Technical or Product Management "Hat" Effective Project Managers Manage Expectations of Stakeholders A Roadmap of Five Important Program Management Functions Highlights Part 1 DEFINING THE GOALS OF A PROJECT 2. Linking the Project to the Product Strategic Alignment of Projects The Product Life Cycle and the Project Life Cycle Project Completion Includes Delivering a Result that Meets the Requirements The Delivering Organization and the Consuming Organization All Projects Involve Agreements Good Boundaries Taking Action Highlights 3. Balancing Competing Demands with the Triple Constraint Many Ways to Measure Project Performance The Triple Constraint A Model to Help Evaluate Competing Demands Adjusting Baseline for Risk How the Triple Constraint Helps to Explain Three Common Tradeoffs The Triple Constraint During Control Other Examples of Balancing Competing Demands: Financial Management Project Management as a Decision-Making Process Highlights 4. Contracts, Negotiations, and Proposals Contracts Negotiating the Contract Proposals: a Special Kind of Project The Proposal Process Typical Problems International Projects Highlights Part 2 PLANNING A PROJECT 5. Why and How to Plan a Project Integrated Project Planning Using Computer Software During Project Planning "The Plan" Applying Project Plans During Execution Project Planning is an Investment, Not an Expense Highlights 6. The Work Breakdown Structure The Work Breakdown Structure The work Package and the WBS Dictionary Top-down Planning Approach for Developing the WBS Organizing the WBS for Completeness and Control Bottom-Up Planning Approach for Developing the WBS Validating the Work Scope Work Scope is Fundamental to Project Integration Highlights 7. Scheduling Overview of Scheduling Formats Bar Charts Milestones Network Diagrams The Network Logic Diagram Why Use a Network Diagram? Computer Software Helpful Hints Typical Problems Highlights 8. Time Estimating and Compressing the Schedule Types of Time Estimates Earliest and Latest Start and Finish Times Typical Problems Highlights 9. Cost Estimating and Budgeting Resource Planning Cost Estimating Project Cost System Budgeting Cost Computer Software Typical Problems Highlights 10. The Impact of Limited Resources Resources Computer Software Time Versus Cost Trade-Off Typical Problems Highlights 11. Risk and Contingency Ten Steps for Team-Based Risk Management Building a Culture for Good Decision Making Highlights Part 3 LEADING THE PEOPLE WHO WORK ON A PROJECT 12. Organizational Design for Delivering Projects Three Organizational Forms Other Organizational Forms The Informal Organization Typical Problems Highlights 13. Building the Project Team Core Team and Extended Team Staffing Starts with Project Scope Formal Project Authority Assigning Personnel to the Project Sources of Personnel Compromise Control Task Assignments The Virtual Project Team Turning a Group Into a True Team Computer Software Typical Problems Highlights 14. Organizing the Support Team Involvement and Commitment Coordination Interaction With Support Groups Subcontractors Typical Problems Highlights 15. The Role of the Project Manager Project Manager Competencies Project Management Career Path What a Project Manager Does Theories of Motivation and Their Implications Three Useful Techniques Typical Problems Highlights 16. Practical Tips for Project Managers Communication Conflict Resolution Efficient Time Management Tips Typical Problems Highlights Part 4 CONTROLLING THE PROJECT 17. Essential of Project Control Develop a Baseline Develop a Performance Measurement System Measure Performance Against Baseline and Determine Variances Forecasts Corrective Actions Multiple Projects Computer Software Typical Problems Highlights 18. Project Reviews The Necessity for Reviews The Conduct of Reviews Periodic Reviews Follow-Up Actions Topical Reviews Typical Problems Highlights 19. Project Cost Reports Cost Monitoring Computer Cost Reports Cost Monitoring Problems Earned Value Management Computer Software Typical Problems Highlights 20. Handling Project Changes A Project Performance Track Record: Good or Bad? The Process of Managing Changes Unmanaged Risks and Issues Typical Problems Highlights 21. Solving the Inevitable Problems The General Approach Decision Trees Matrix Array Problem-Solving Meeting Styles Typical Problems Highlights Part 5 COMPLETING A PROJECT 22. How to Complete a Project Winding Down the Project Acceptance Managing Scope Change Documentation Increasing Odds of Success Typical Problems Highlights 23. Final Wrap-Up People Issues Lessons Learned and Audits Intellectual Property and Other Ownership Rights Typical Problems Highlights Part 6 OTHER ISSUES IN PROJECT MANAGEMENT 24. Small Projects Simplified Management Problems Typical Problems Highlights 25. New Product Development Projects Why New Product Development Projects Are Unique A General Framework Resource Overloading Typical Problems Highlights 26. Project Management Software When and Where to Use Computer Project Management Software Cautions with Computer Project Management Software Other Software Typical Problems Highlights 27. Where Do You Go From Here? Summary Continuing Project Management Skill Development The Future of Project Management A Final Thought Appendix 1 Abbreviations Used in Project Management Appendix 2 Glossary of Project Management Terms Appendix 3 Examples of Planning Checklists for Project Managers Index
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