Efnisyfirlit

• Cover
• Introduction
  • About This Book
  • Foolish Assumptions
  • Icons Used in This Book
  • Beyond the Book
  • Where to Go from Here
• Part 1: Getting Started with Project Management
  • Chapter 1: Project Management: The Key to Achieving Results
    • Determining What Makes a Project a Project
    • Defining Project Management
    • Knowing the Project Manager’s Role
    • Do You Have What It Takes to Be an Effective Project Manager?
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 2: Beginning the Journey: The Genesis of a Project
    • Gathering Ideas for Projects
    • Developing the Project Charter
    • Deciding Which Projects to Move to the Second Phase of Their Life Cycle
  • Chapter 3: Knowing Your Project’s Stakeholders: Involving the Right People
    • Understanding Your Project’s Stakeholders
    • Developing a Stakeholder Register
    • Determining Whether Stakeholders Are Drivers, Supporters, or Observers
    • Displaying Your Stakeholder Register
    • Confirming Your Stakeholders’ Authority
    • Assessing Your Stakeholders’ Power and Interest
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 4: Clarifying What You’re Trying to Accomplish — And Why
    • Defining Your Project with a Scope Statement
    • Looking at the Big Picture: Explaining the Need for Your Project
    • Marking Boundaries: Project Constraints
    • Facing the Unknowns When Planning: Documenting Your Assumptions
    • Presenting Your Scope Statement in a Clear and Concise Document
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 5: Developing Your Game Plan: Getting from Here to There
    • Divide and Conquer: Breaking Your Project into Manageable Chunks
    • Creating and Displaying Your Work Breakdown Structure
    • Identifying Risks While Detailing Your Work
    • Documenting What You Need to Know about Your Planned Project Work
    • Relating This Chapter to the PMP Exam and PMBOK 6
• Part 2: Planning Time: Determining When and How Much
  • Chapter 6: You Want This Project Done When?
    • Picture This: Illustrating a Work Plan with a Network Diagram
    • Analyzing a Network Diagram
    • Working with Your Project’s Network Diagram
    • Developing Your Project’s Schedule
    • Estimating Activity Duration
    • Displaying Your Project’s Schedule
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 7: Establishing Whom You Need, How Much of Their Time, and When
    • Getting the Information You Need to Match People to Tasks
    • Estimating Needed Commitment
    • Ensuring Your Project Team Members Can Meet Their Resource Commitments
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 8: Planning for Other Resources and Developing the Budget
    • Determining Non-Personnel Resource Needs
    • Making Sense of the Dollars: Project Costs and Budgets
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 9: Venturing into the Unknown: Dealing with Risk
    • Defining Risk and Risk Management
    • Focusing on Risk Factors and Risks
    • Assessing Risks: Probability and Consequences
    • Getting Everything under Control: Managing Risk
    • Preparing a Risk-Management Plan
    • Relating This Chapter to the PMP Exam and PMBOK 6
• Part 3: Group Work: Putting Your Team Together
  • Chapter 10: Aligning the Key Players for Your Project
    • Defining Three Organizational Environments
    • Recognizing the Key Players in a Matrix Environment
    • Working Successfully in a Matrix Environment
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 11: Defining Team Members’ Roles and Responsibilities
    • Outlining the Key Roles
    • Making Project Assignments
    • Picture This: Depicting Roles with a Responsibility Assignment Matrix
    • Dealing with Micromanagement
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 12: Starting Your Project Team Off on the Right Foot
    • Finalizing Your Project’s Participants
    • Developing Your Team
    • Laying the Groundwork for Controlling Your Project
    • Hear Ye, Hear Ye! Announcing Your Project
    • Setting the Stage for Your Post-Project Evaluation
    • Relating This Chapter to the PMP Exam and PMBOK 6
• Part 4: Steering the Ship: Managing Your Project to Success
  • Chapter 13: Tracking Progress and Maintaining Control
    • Holding On to the Reins: Project Control
    • Establishing Project Management Information Systems
    • Putting Your Control Process into Action
    • Reacting Responsibly When Changes Are Requested
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 14: Keeping Everyone Informed
    • I Said What I Meant and I Meant What I Said: Successful Communication Basics
    • Choosing the Appropriate Medium for Project Communication
    • Preparing a Written Project-Progress Report
    • Holding Key Project Meetings
    • Preparing a Project Communications Management Plan
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 15: Encouraging Peak Performance by Providing Effective Leadership
    • Exploring the Differences between Leadership and Management
    • Recognizing the Traits People Look for in a Leader
    • Developing Personal Power and Influence
    • You Can Do It! Creating and Sustaining Team Member Motivation
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 16: Bringing Your Project to Closure
    • Staying the Course to Completion
    • Handling Administrative Issues
    • Providing a Smooth Transition for Team Members
    • Surveying the Results: The Post-Project Evaluation
    • Relating This Chapter to the PMP Exam and PMBOK 6
• Part 5: Taking Your Project Management to the Next Level
  • Chapter 17: Using Newer Methods and Resources to Enhance Your Project Management
    • Taking a Look at the Agile Approach to Project Management
    • Using Computer Software Effectively
    • Using Social Media to Enhance Project Management
    • Relating This Chapter to the PMP Exam and PMBOK 6
  • Chapter 18: Monitoring Project Performance with Earned Value Management
    • Defining Earned Value Management
    • The How-To: Applying Earned Value Management to Your Project
    • Determining a Task’s Earned Value
    • Relating This Chapter to the PMP Exam and PMBOK 6
• Part 6: The Part of Tens
  • Chapter 19: Ten Questions to Ask Yourself as You Plan Your Project
    • What’s the Purpose of Your Project?
    • Whom 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 20: Ten Tips for Being a Better Project Manager
    • Be a “Why” Person
    • Be a “Can Do” Person
    • Think about the Big Picture
    • Think in Detail
    • Assume Cautiously
    • View People as Allies, Not Adversaries
    • Say What You Mean and Mean What You Say
    • Respect Other People
    • Acknowledge Good Performance
    • Be a Manager and a Leader
• Appendix: Combining the Techniques into Smooth-Flowing Processes
  • Preparing Your Project Plan
  • Controlling Your Project during Performance
• About the Author
• Advertisement Page
• Connect with Dummies
• End User License Agreement

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