Efnisyfirlit

• Introduction
  • About This Book
  • Foolish Assumptions
  • Icons Used in This Book
  • Beyond the Book
  • Where to Go from Here
• Part I: Understanding Projects and What You Want to Achieve
  • Chapter 1: Success in Project Management
    • Taking on a Project
    • Avoiding the Pitfalls
    • Deciding Whether the Job is a Project
      • Understanding the four control areas
      • Recognising the diversity of projects
      • Understanding the four stages of a project
    • Defining the Project Manager’s Role
      • Looking at the Project Manager’s tasks
      • Opposing opposition
      • Avoiding ‘shortcuts’
  • Chapter 2: Thinking Through the Life of Your Project
    • Being Methodical
    • Breaking the Project Down into Stages
      • Appreciating the advantages of stages
      • Deciding on the number of delivery stages
    • Understanding the Four Main Stages
      • Starting the Project
      • Organising and Preparing
      • Carrying Out the Work – delivery stages
      • Closing the Project
  • Chapter 3: Defining the Scope and Producing a Business Case
    • Defining the Scope
      • Managing expectations and avoiding disappointment
      • Challenging the scope
      • Understanding the dimensions of scope
      • Being clear
      • Requirements
    • Producing a Business Case
      • Getting to grips with the basic contents
      • Keeping the Business Case up to date
      • Figuring out why you’re doing the project
      • Understanding project justification
      • Understanding benefits
      • Writing the Business Case
      • Complying with organisational standards
    • Going Back to the Scope
    • Getting to Grips with Techniques
      • Calculating return on investment
      • Understanding cost–benefit analysis
  • Chapter 4: Knowing Your Project’s Stakeholders
    • Managing Stakeholders
      • Identifying stakeholders – the ‘who’
      • Analysing the stakeholders – the ‘where’
      • Understanding positions – the ‘why’
      • Deciding action – the ‘what’
      • Working with stakeholders – the ‘how’
      • Planning the work – the ‘when’
    • Handling Opposition
      • Solving the problems
      • Focusing on the common areas
      • Understanding that you’re a threat
      • Spotting facts and emotions
      • Overriding the opposition
    • Handling Multiple-Stakeholder Projects
      • Getting multiple approvals
      • Developing management strategies
• Part II: Planning Time: Determining What, When and How Much
  • Chapter 5: Planning with Deliverables First
    • Seeing the Logic of Product Planning
      • Thinking ‘product’ before thinking ‘task’
      • Understanding the problems of an activity focus
    • Knowing What a Product Is – and Isn’t
    • Finding Good Product Names
    • Using a Business Project Example
      • Identifying the products
      • Developing a sequence
      • Defining the products
    • Using a Structured Product List
    • Unleashing the Power of the Work Flow Diagram
      • Using the Work Flow Diagram for risk
      • Using the Work Flow Diagram for control
      • Using the Work Flow Diagram to show stages
      • Using the Work Flow for progress reporting
      • Getting a picture of the project
  • Chapter 6: Planning the Activities
    • Moving From Products to Activities
      • Having multiple tasks to build a product
      • Listing the activities or tasks
    • Drawing Up a First Activity Network
      • Seeing how you build up an Activity Network
      • Using the Work Flow Diagram
      • Putting in the time durations
      • Calculating the length of the project
    • Understanding Float and Its Impact
    • Identifying the Critical Path
      • Watching the critical path
      • Finding a split critical path
    • Being More Precise with Dependencies
      • Understanding dependency types
      • Staying in touch with reality
      • Thinking a bit more about sequences
    • Working with the Activity Network
      • Working back to meet end dates
      • Avoiding backing into your schedule
    • Going for Gantt
    • Estimating Activity Durations
      • Getting the best information
      • Using estimating techniques
      • Putting a health warning on estimates
  • Chapter 7: Looking At Staff Resources
    • Seeing Why You Need to Plan Staff Use
      • Dealing with resource conflicts
      • Making sure that people are available
      • Monitoring use of staff on the project
    • Matching People to Tasks
      • Working out the skill sets and knowledge that you need on the teams
      • Growing your people
      • Developing a Skills Matrix
    • Honing Your Task Duration Estimates
      • Documenting your estimates
      • Factors in activity timing and estimates
      • Estimating required work effort
      • Factoring in productivity
      • Taking care with historical data
      • Accounting for availability in estimates
    • Smoothing the Resource
      • Checking for resource conflict
      • Resolving resource conflicts – the steps
      • Co-ordinating assignments across multiple projects
  • Chapter 8: Planning for Other Resources and Developing the Budget
    • Determining Physical Resource Needs
      • Identifying resource needs
      • Understanding physical resources
      • Thinking a bit more about timing
    • Making Sense of Costs and Budgets
      • Looking at different types of project costs
      • Developing a project budget at three levels
      • Refining your budget through the stages
      • Creating a detailed budget estimate
      • Avoiding drowning people in detail
  • Chapter 9: Planning at Different Times and Levels
    • Putting the Main Structure in Place
      • Deciding on the stages
      • Holding a Stage Gate
    • Working with Planning Levels
      • Drawing up new plans
      • Keeping higher level plans up to date
      • Planning at more than one level at once
  • Chapter 10: Venturing into the Unknown: Dealing with Risk and Uncertainty
    • Understanding Risks and Risk Management
      • Seeing why you need risk management
      • Managing, not necessarily avoiding, risk
      • Keeping people informed
      • Keeping risk in focus throughout the project
    • Working Through the Risk Cycle
      • Identifying a risk and its trigger event(s)
      • (Re)analyse the risk and check existing actions
      • Deciding risk management action(s)
      • Add/modify risk management in the plans
      • Take planned action(s) and monitor the risk
    • Documenting Risk
      • Risk Plan
      • Risk Log
    • Getting Some Help from Techniques
      • Ishikawa (fishbone) diagram
      • Work Flow Diagram
      • Risk Checklist
      • Decision Tree
• Part III: Putting Your Management Team Together
  • Chapter 11: Organising the Project
    • Designing the Project Organisation
      • Understanding it’s about roles, not jobs
      • Getting to grips with project roles
      • Looking at the roles
      • Influencing the selection of PSG roles
    • Defining Organisational Structures
      • The functional structure
      • The projectised structure
      • The matrix structure
      • Taking note of the structure
  • Chapter 12: Working With Teams and Specialists
    • Looking At the Team In Context
    • Working with Team Leaders
    • Accepting That People Are Different
      • Using the Controller–Analyst Matrix
      • Building in or avoiding team conflict
      • Using the model on the fly
    • Thinking About Suitable Team Members
    • Considering Performance
      • Identifying the performance progression
      • Monitoring performance
      • Maximising performance
    • Working with Senior Staff
      • Being secure in your role
      • Calling in the heavy guns
    • Working with Technical Specialists
      • Finding a translator
      • Admitting your ignorance
      • Being on-side
    • Working with Supplier Teams
      • Supporting supplier staff
      • Choosing suppliers carefully
      • Thinking ‘time’, not just ‘initial cost’
    • Dealing With Discipline
      • Maintaining some distance
      • Owning the problem
      • Avoiding jumping to conclusions
      • Resolving problems – or trying to
      • Treading the disciplinary trail
    • Changing Staff
  • Chapter 13: Being an Effective Leader
    • Practising Management and Leadership
      • Understanding what makes a good leader
      • Developing personal power and influence
    • Knowing What Motivates, and also What Demotivates
      • Taking a lesson from Fred Herzberg
      • Understanding points of demotivation
      • Ensuring that others are on board
    • Developing Your Teams
      • Defining your project operating processes
      • Helping your teams to function well
    • Stoking the Boilers
      • Letting people know how they’re doing
      • Motivating people when they leave
      • Keeping your finger on the pulse
• Part IV: Steering the Project to Success
  • Chapter 14: Tracking Progress and Staying in Control
    • Understanding What Underpins Effective Progress Control
      • Having a reliable plan
      • Having clear and frequent milestones
      • Having an effective reporting mechanism
    • Harnessing Product Power for Progress Control
      • Compiling a Work Checklist
      • Getting visual with the Work Flow Diagram
      • Monitoring at project, stage and Work Package levels
    • Taking Action When Things Go Off Track
      • Finding out why the project is off track
      • Thinking about what you can do to get back on track
      • Deciding what you’ll do
      • Taking action
      • Monitoring the effectiveness of the action
    • Monitoring Work Effort and Costs
      • Keeping an eye on work effort
      • Follow the money: Monitoring expenditure
    • Dealing with Change and Avoiding Scope Creep
      • Understanding different types of change
      • Looking at impacts – the four dogs
      • Responding to change requests
      • Eliminating scope creep – well, almost
  • Chapter 15: Keeping Everyone Informed
    • Looking Underneath Communications Failure
      • Communications breakdown – the big project killer
    • Communicating Effectively
      • Distinguishing between one-way and two-way communication
      • Can you hear me? Listening actively
    • Choosing the Appropriate Medium
      • Writing reports
      • Meeting up
      • Setting up a project website
      • Making a business presentation
    • Preparing a Communications Plan
      • Identifying the communications
      • Writing a Communications Plan
  • Chapter 16: Bringing Your Project to Closure
    • Staying the Course to Completion
      • Thinking ahead about project closure
      • Dealing with a crash stop
    • Planning Closure
      • Outlining closure activities
      • Motivating teams to the finish line
    • Providing a Good Transition for Team Members
    • Reviewing the Project
      • Beginning with the end in mind
      • Recording project information
      • Learning lessons – and passing them on
      • Measuring benefits
    • Planning for Things After the Project
• Part V: Taking Your Project Management to the Next Level
  • Chapter 17: Managing Multiple Projects
    • Talking the Talk
      • Defining a programme
      • Defining a portfolio
    • Deciding on a Programme
      • Understanding programme roles
      • Fitting in with Programme Plans
      • Mapping interdependencies by product
      • Controlling a programme
    • Managing a Portfolio
      • Understanding the project implications
      • Maintaining the portfolio
  • Chapter 18: Using Technology to Up Your Game
    • Using Computer Software Effectively
      • Seeing what software you need
      • Understanding where to use software
    • Having Your Head in the Clouds
    • Getting Really Good Stuff for Free
    • Supporting Virtual Teams with Communication Technology
    • Saving Time With Software
  • Chapter 19: Monitoring Project Performance with Earned Value Management
    • Understanding EVM Terms and Formulas
      • Looking at a project example (1)
      • Looking at a project example (2)
      • Looking at a project example (3)
      • Getting the three key figures
    • Working with Ratios and Formulas
    • Investigating Variances
    • Deciding What to Measure for EVM
  • Chapter 20: Project Governance and Why It’s Really Important
    • Seeing Why It’s a No-brainer
    • Looking At Other Guidance
    • Understanding What’s Involved
    • Understanding the Organisational Level
      • Standards and approaches
      • Reviewing governance and standards
    • Checking an Individual Project
      • Checking the project’s Outline Charter
      • Checking the Charter and PMP
      • Checking the project while it’s running
      • Evaluating the project at the end
    • Maintaining the ‘Big Divide’
    • Coordinating Your Project Training
  • Chapter 21: ISO 21500:2012
    • Seeing the Place of ISO Standards
    • Knowing What ISO 21500 Covers
    • Understanding the Structure of 21500
      • Getting into the subject areas
      • Drilling deeper into the processes
    • Minding the Gap
    • Boggling Your Mind . . . Just a Bit
• Part VI: The Part of Tens
  • Chapter 22: Ten Questions to Ask Yourself as You Plan Your Project
    • What Are the Objectives of Your Project?
    • Who Do You Need to Involve?
    • What Results Will You Produce?
    • What Constraints Must You Satisfy?
    • What Assumptions Are You Making?
    • What Work Has to Be Done?
    • When Does Each Activity Start and End?
    • Who Will Perform the Project Work?
    • What Other Resources Do You Need?
    • What Can Go Wrong?
  • Chapter 23: Ten Tips for Writing a Convincing Business Case
    • Starting with a Bang
    • Spelling out the Benefits Clearly
    • Pointing Out the Non-quantifiables
    • Being Prudent
    • Considering Three-point Estimating
    • Making Sure Benefits Aren’t Features
    • Avoiding Benefits Contamination
    • Making Sure You Can Deliver Benefits
    • Supplying Evidence or Referencing It
    • Using Appendices
  • Chapter 24: Ten Tips for Being a Better Project Manager
    • Being a ‘Why’ Person
    • Being a ‘Can Do’ Person
    • Thinking about the Big Picture
    • Thinking in Detail
    • Assuming Cautiously
    • Viewing People as Allies Not Adversaries
    • Saying What You Mean, and Meaning What You Say
    • Respecting Other People
    • Acknowledging Good Performance
    • Being a Manager and a Leader
• About the Authors
• Cheat Sheet
• More Dummies Products

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