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The Complete Idiot's Guide to Project Management, 3E

by: Baker, Ph.D., Sunny; Campbell, PMP, G. Michael; Baker, Kim

The Complete Idiot's Guide to Project Management, 3E

by: Baker, Ph.D., Sunny; Campbell, PMP, G. Michael; Baker, Kim

ISBN 13:
9781592571192
ISBN 10:
1592571190
Edition: 3rd
Format: Paperback
Copyright: 12/02/2003
Publisher: PENGIUN BOOKS
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Summary

A revised guide for a growing field. This fully updated and revised third edition complies with official PMI and PMBOK standards and provides full coverage of the discipline, tools, and processes of modern project management. New to this edition: updated examples for risk assessment and expanded templates, logs, and forms for tracking and analysis. A fully updated and revised 3rd edition, with new templates, forms, and examples Complies with official PMI and PMBOK standards for project management More colleges and universities are offering courses and degrees in project management

Project Management Power	p. 1
Projects, Projects Everywhere	p. 3
All Projects Are Work, but Not All Work Is a Project	p. 4
Project Success: A Balance Among Time, Resources, Results, and Perceptions	p. 8
It's Not Magic	p. 9
Projects Change, and We Must Manage That Change	p. 10
How Many Projects Are You Responsible For?	p. 10
All Projects Great and Small	p. 10
The Next Step	p. 13
What? I'm a Project Manager?	p. 15
The Business Connection	p. 15
So What Are My Responsibilities?	p. 16
What Do You Need to Do?	p. 17
The Leadership Roles of the Project Manager	p. 18
The Seven Traits of Good Project Managers	p. 21
Be the Best Leader You Can Be	p. 23
The Rules of the Project Game	p. 25
Universal Project Success Criteria	p. 26
Project Failure: The Reasons Are Simple	p. 26
12 Golden Rules of Project Management Success	p. 27
Keep Your Eyes on the Prize	p. 34
Starting Off on the Right Foot	p. 35
The Project Life Cycle	p. 36
Project Phases and the Project Life Cycle	p. 36
The Case Study: All-Star Cable	p. 37
Project Definition Phase	p. 40
The Project Initiation Processes	p. 43
Identifying Stakeholders and Defining Their Roles	p. 45
Start by Identifying the Stakeholders	p. 46
All-Star Cable Case Study	p. 51
Working Together: The Magic Success Formula	p. 54
Selecting a Project Team	p. 55
The First Step	p. 56
Responsibility Assignment Matrix	p. 56
The Core Project Team	p. 57
Other Project Team Members--Who Are They?	p. 58
Building the Project Team for All-Star Cable	p. 59
Scoping Out Project Goals	p. 61
Why Bother with the Goals? I Know What I Want to Do!	p. 62
Clear Project Goals Make Sense to Everyone	p. 64
The Primary Goals of Every Project	p. 65
Six Criteria for Setting Great Goals	p. 66
Establishing Goals Step-by-Step	p. 69
Project Scope	p. 70
Seeing Eye-to-Eye	p. 74
Defining the SOW at All-Star Cable	p. 75
Managing Risks and Constraints	p. 77
The Three Types of Risk	p. 78
The Basics of Risk Management	p. 81
Constraints vs. Risks	p. 84
Look at the Upside and the Downside	p. 87
Risky Business	p. 87
The Project Planning Phase	p. 89
The Breakdown of Tasks: What Really Needs to Be Done?	p. 91
Breaking Your Project Into Bite-Sized Pieces	p. 92
Criteria for Ensuring Quality Work	p. 98
Work Packages: What Exactly Are They?	p. 99
Give Yourself Plenty of Time	p. 99
Criteria for Ensuring Quality Work	p. 102
The Network Diagram: A Map for Your Project	p. 103
What's a Network Diagram?	p. 104
Why Do I Need a Network Diagram?	p. 105
The WBS and the Network Diagram	p. 105
Precedence Relationships in a Project Network	p. 106
How It Works: Symbols and Conventions	p. 108
Diagramming the Relationships	p. 109
Five Steps to Create a Network Diagram	p. 110
Complex Time Relationships for Critical Projects	p. 114
When Is Enough Enough?	p. 115
What About Huge Projects?	p. 116
When Is a Network a Waste of Time?	p. 116
Three Major Network Methods and Others You May Encounter	p. 116
Project Start to Finish-Establishing the Time to Get Things Done	p. 121
The Schedule or the Budget: Which Is First?	p. 122
The Schedule Synchronizes the Project	p. 122
Estimating Time: Your Best Guess at Effort and Duration	p. 125
Who You Gonna Call?	p. 125
Weighing the Risk	p. 127
Details, Details	p. 130
More on Gantt Charts	p. 132
Scheduling on the Network Diagram	p. 134
A Balanced Schedule and Critical Path to Success	p. 139
How to Determine the Critical Path on Any Project	p. 140
Not Just Floating Around	p. 142
Use the Critical Path Worksheet to Calculate Path and Float	p. 144
Normalizing the Schedule	p. 146
Loading Up and Leveling Out	p. 147
The Reallocation Questions	p. 148
Ready for Leveling Out	p. 150
Options for Adjusting the Schedule	p. 151
Adjusting a Schedule to Meet a Forced Deadline	p. 152
Chart the Final Schedule and See if It Works	p. 152
Budgeting and Cost Control Options for Your Project	p. 155
How to Avoid the Classic Mistakes	p. 156
Three Levels of Accuracy for Estimating	p. 157
Other Sources of Data for Building the Budget	p. 158
Direct and Indirect Costs	p. 158
Developing Budgeting Skills	p. 160
Building a Budget	p. 160
Types of Budgeting Methods	p. 163
Refining the Budget	p. 164
Stuffing the Pillow with Money	p. 165
Master Budget Control	p. 166
Removing the Lid from the Pressure Cooker	p. 166
Building a Winning Implementation Team	p. 169
From Core Team to Complete Team	p. 170
The Complete Implementation Team: The Worker Bees on the Project	p. 170
People First, Please	p. 171
Matching Skills to Tasks on the WBS	p. 172
More Questions About Whom to Choose	p. 173
Where Will the People Come From?	p. 174
Hiring and Training New Staff	p. 177
Individual Contributors vs. Team Players	p. 178
Assigning People and Skills to a Job Description	p. 178
The Problem of Imposed Team Members	p. 184
Putting Your Best Foot Forward	p. 185
What About Next Time?	p. 186
Getting What You Need: Supplies, Equipment, and Other Stuff	p. 189
The Five Additional Resources You Need	p. 190
Planning for Outside Vendors, Contractors, and Suppliers	p. 191
The Ghost in the Machine	p. 196
Don't Skimp on the Team's Needs	p. 197
From the Plan to the Stuff	p. 197
Putting It All Together: The Approved Plan	p. 199
Reasons to Plan in the First Place	p. 200
Putting It All Together	p. 200
From Plan to Approval	p. 204
The Reality Check Before Approval	p. 206
Getting the Plan Approved	p. 208
From Plan to Action, Finally	p. 211
The Execution Phase	p. 213
Getting Started on the Right Track	p. 215
Always Get Your Own Act Together First!	p. 216
Do It Now and Do It Right	p. 216
The First Project Meeting	p. 218
Information Everyone Needs to Get Started	p. 222
Avoid the Floating Start Date	p. 224
Leadership and You: Taking the Bull by the Horns	p. 225
The Importance of Establishing Your Leadership	p. 225
Wearing the Big Shoes	p. 226
A Style That Gets the Job Done	p. 227
How to Be a Leader	p. 228
Leading a Technical Project When You Don't Have Expertise	p. 232
Being All Things to All People	p. 233
The Leader in Times of Crisis	p. 233
What an Organization!	p. 235
No Easy Task, but Someone Has to Organize These Guys	p. 235
The Proud, the Few, the Project Team	p. 237
On Becoming a Team: The Basic Ways to Organize People	p. 238
Which Structure Should You Use?	p. 247
Working with the Outsiders	p. 248
Focus on the Launch	p. 249
Operating Guidelines: Setting Up to Get Things Done	p. 251
The Project Processes in Each Phase	p. 252
Project Processes vs. Project Procedures	p. 253
The Things That Need to Get Done	p. 253
Formal and Informal Ways to Tell What's Going On	p. 254
Administrative Procedures That Won't Hurt	p. 257
Overdoing It	p. 262
Dear Diary--Do You Need One?	p. 263
Keeping People Up-to-Date	p. 264
The Bottom Line	p. 265
Making Your Communications Count	p. 267
The Basics of Communications: It's All About Perceptions	p. 268
The Advantages and Disadvantages of Various Communications	p. 269
Selecting the Best Medium for Your Message	p. 275
Developing Effective Messages	p. 276
Listening Is Part of Communicating	p. 277
You Are Responsible for What Other People Hear	p. 277
The Controlling Processes	p. 279
Monitoring and Controlling Schedules and Expenses	p. 281
Taking Charge and Getting Control	p. 282
Control Is a Good Thing	p. 282
Getting a Handle on Project Status	p. 286
The Project Review Meeting as a Control Process	p. 289
The Project Audit	p. 289
The Project Peer Review	p. 290
Monitoring and Controlling the Budget	p. 290
What's Really Going On?	p. 293
Quality and Goal Assessment	p. 294
Putting It All Together	p. 295
Clue 'Em In ...	p. 297
Conflicts: Resolving and Benefiting from Them	p. 299
Questions to Ask to Scope Out the Issue	p. 300
Create an Issues Log	p. 300
Personal Conflicts Are Inevitable	p. 301
Determine the Source of the Conflicts	p. 302
Conflicts Are Strongest at Project Initiation	p. 305
Ignore It or Solve It? What Should You Do?	p. 306
Decide on the Best Approach	p. 307
Conflicts Aren't Always Negative	p. 308
Changes, Changes, and More Changes	p. 311
Managing Change Is Part of Control	p. 312
The Battle Cry of Change: Flexibility	p. 312
The Marriage of Review and Change	p. 313
The Rules of Change	p. 313
Understanding and Estimating the Impact of Changes	p. 317
The Balancing Act	p. 318
The Basic Changes You Can Make	p. 320
Comparing Changes with Trade-Off Analysis	p. 322
Use the Zero-Based Budget Approach	p. 323
Sometimes Quitting Is the Only Choice	p. 325
The Steps for Engineering Organizational Change	p. 325
Quality Management: Making It the Best It Can Be	p. 327
What Exactly Does Quality Mean in a Project?	p. 327
Planning for Quality Is the Starting Point	p. 328
Quality Planning Tools and Techniques	p. 329
Quality Assurance: The Real Proof	p. 331
The Peer Review	p. 332
Quality Control: It's All About Results	p. 332
Common Project Problems: Get Them Before They Get You	p. 335
Recognizing All Problems, Large and Small	p. 336
The Floating Start Date	p. 336
There's Not Enough Time for Everything	p. 337
Too Many Reports and Not Enough Communication	p. 338
They Always Need It Faster	p. 338
The 90-Percent-Done Syndrome	p. 339
Moving Target Objectives	p. 339
The Key Person Always Quits	p. 340
Costs Spiral Out of Control	p. 341
The Staff Has More Enthusiasm Than Talent	p. 341
The Impossible Remains Impossible	p. 342
Politics, Politics, and More Politics	p. 343
Management by Best-Seller	p. 344
Taking Care of Yourself to Remain Sane	p. 344
A Parable of Last Resort	p. 344
The Close-Out Phase	p. 347
Will the Last One Out Please Turn Off the Lights?	p. 349
Is There Life After Project Termination?	p. 350
Why Is a Close-Out Phase Necessary?	p. 350
Write Out Your Lessons Learned	p. 353
Project Shutdown	p. 353
After Implementation Review	p. 358
Three Ways to Deep-Six a Workforce	p. 358
Give It Up!	p. 359
The Final Evaluation: The Short and Long of It	p. 361
Evaluating Your Project	p. 361
Writing the Final Report	p. 363
The Political Impact of Final Reports	p. 365
Who Accomplished What and How Well?	p. 366
The Bottom Line and You	p. 367
The Organization and Tools to Make Project Management Prosper	p. 369
The Project-Enabled Organization	p. 371
Understanding the Benefits of Formalizing Project Management	p. 372
Is Your Organization Ready to Be Projectized?	p. 372
Define the Organizational Boundaries First	p. 374
Now Come the Standards	p. 375
Manage Projects Like an Asset for Your Future	p. 378
Putting a Project Office in Place to Support the System	p. 379
In the End, It's Leadership That Makes It Work	p. 380
Software for All Projects Great and Small	p. 383
Software That Simplifies the Details	p. 384
What Can Project Management Programs Do?	p. 384
The Virtual World of the Project Needs Virtual Tools	p. 387
The Types of Project Management Programs	p. 389
How Do You Choose?	p. 391
Things Project Management Software Can't Do	p. 396
Go Get Yourself Some!	p. 397
Software Products for Project Management	p. 397
Appendixes
Glossary of Project Terms	p. 399
Web Resources for Project Managers	p. 407
Index	p. 409
Table of Contents provided by Ingram. All Rights Reserved.

Amazon no longer offers textbook rentals. We do!

The Complete Idiot's Guide to Project Management, 3E

The Complete Idiot's Guide to Project Management, 3E

9781592571192

1592571190

Summary

Author Biography

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

The Complete Idiot's Guide to Project Management, 3E

The Complete Idiot's Guide to Project Management, 3E

9781592571192

1592571190

Summary

Author Biography

Table of Contents

Supplemental Materials

Write a Review

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