search for books and compare prices
Tables of Contents for Effective Project Management
Chapter/Section Title
Page #
Page Count
Preface to the Second Edition
xi
About the Authors
xv
Part One Introduction
1
60
What This Book Is All About
3
10
Changes in the Business Environment
5
1
Organizational Structures
5
1
Software Applications
5
1
Cycle Time
5
1
Right-Sizing
6
1
The Growth of Project Management as a Profession
6
1
The Need for a New Training Paradigm for Project Managers
7
1
Why We Wrote This Book
7
1
How This Book Is Structured
8
3
Part One, Introduction to Project Management
8
1
Part Two, Staging
8
1
Part Three, Planning
9
1
Part Four, Implementation
10
1
Part Five, References
11
1
How to Use This Book
11
1
Who Should Read This Book
12
1
The Case Exercises on the CD-ROM
12
1
How to Become a World-Class Project Manager
13
40
Start Now
15
1
Demand for Project Managers
15
7
Customer-Driven Organizations
16
1
Evolution from Function to Process
16
2
Task Forces
18
2
Project-Driven Organizations
20
2
Traditional Organizational Environments
22
6
Functional Structures
23
1
Matrix Structures
24
4
Project Management in Contemporary Environments
28
2
Project Support Office
30
2
Job Functions and Tasks for Project Management
32
2
Competencies and Skills of the Project Manager
34
16
Classifying Projects
34
2
Classifying Project Managers
36
1
Assessing Competencies and Skills
37
10
Application of Bloom's Taxonomy
47
3
A Career Planning Template
50
2
Where Are Your?
50
1
Where Do You Want to Go?
50
1
How Will You Get There?
51
1
Becoming a World-Class Project Manager
52
1
Case Study: O'Neill & Preigh
53
8
The Projects
55
1
Overview of the Business Situation
55
1
Description of Project Initiatives
56
2
Office Supplies Containment
57
1
Gold Medallion Organ
57
1
Professional Staff Resources
58
3
Part Two Staging
61
44
What Is a Project?
63
14
Definition of a Project
65
3
Sequence of Activities
65
1
Unique Activities
65
1
Complex Activities
66
1
Connected Activities
66
1
One Goal
66
1
Specified Time
67
1
Within Budget
67
1
According to Specification
67
1
What Is a Program?
68
1
Project Parameters
68
3
Scope
69
1
Quality
69
1
Cost
70
1
Time
70
1
Resources
71
1
The Scope Triangle: Time, Cost, and Resource Availability
71
3
Scope Creep
72
1
Hope Creep
73
1
Effort Creep
73
1
Feature Creep
73
1
Project Classifications
74
3
What Is Project Management?
77
28
Principles of Project Management
79
4
Defining
79
1
Planning
80
1
Executing
81
1
Controlling
82
1
Closing
82
1
Project Management Life Cycle
83
8
Phases of Project Management
84
6
Levels of Project Management
90
1
Quality Management
91
4
Continuous Quality Management Model
93
1
Process Quality Management Model
93
2
An Overview of Risk Management
95
4
Risk Analysis Example
96
3
Relationship between Project Management and Other Methodologies
99
3
The Pain Curve
102
3
Part Three Planning
105
130
Scope the Project
107
26
Define the Project
109
1
Develop Conditions of Satisfaction
109
4
Create the Project Overview Statement
113
11
Parts of the POS
114
8
Attachments
122
12
Using the Joint Project Planning Session to Develop the POS
124
1
Approval Process
125
4
Participants in the Approval Process
127
2
The Project Definition Statement
129
4
Identify Project Activities
133
24
The Work Breakdown Structure
135
2
Uses for the WBS
137
1
Generating the WBS
138
5
Top-Down Approach
139
2
Bottom-Up Approach
141
1
WBS for Small Projects
142
1
Intermediate WBS for Large Projects
142
1
Six Criteria to Test for Completeness in the WBS
143
4
Measurable Status
144
1
Bounded
145
1
Deliverable
145
1
Cost/Time Estimate
146
1
Acceptable Duration Limits
146
1
Activity Independence
146
1
Approaches to Building the WBS
147
4
Noun-Type Approaches
148
1
Verb-Type Approaches
149
1
Other Approaches
150
1
Representing the WBS
151
6
Estimate Activity Duration, Resource Requirements, and Cost
157
20
Duration
159
8
Resource Loading versus Activity Duration
160
3
Variation in Activity Duration
163
1
Six Methods for Estimating Activity Duration
163
4
Estimation Precision
167
1
Resources
167
3
People as Resources
168
2
Estimating Duration as a Function of Resource Availability
170
2
Assign as a Total Work and a Constant Percent/Day
170
1
Assign as a Duration and Total Work Effort
171
1
Assign as a Duration and Percent/Day
171
1
Assign as a Profile
171
1
Estimating Cost
172
1
Using a JPP Session to Estimate Activity Duration and Resource Requirements
173
4
Determining Resource Requirements
174
3
Construct and Analyze the Project Network Diagram
177
30
The Project Network Diagram
179
2
Benefits to Network-Based Scheduling
180
1
Building the Network Diagram Using the PDM
181
16
Dependencies
184
2
Constraints
186
5
The Use of the Lag Variable
191
6
Analyzing the Initial Project Network Diagram
197
6
Schedule Compression
197
3
Management Reserve
200
3
Using the JPP Session
203
4
Finalize the Schedule Based on Resource Availability
207
26
Resources
209
1
Leveling Resources
209
3
Acceptably Leveled Schedule
212
1
Resource Leveling Strategies
212
4
Slack
213
1
Shifting the Project Finish Date
213
1
Smoothing
214
1
Alternative Methods of Scheduling Activities
214
2
Work Packages
216
17
Purpose of a Work Package
217
1
Format of a Work Package
218
15
Organize and Conduct the Joint Project Planning Session
223
12
Joint Project Planning Sessions
225
1
Planning the JPP Session
226
1
Attendees
227
3
Facilities
230
1
Equipment
230
1
The Complete Planning Agenda
230
1
Deliverables
231
1
Project Proposal
232
3
Contents of the Project Proposal
233
2
Part Four Implementation
235
76
Recruit, Organize, and Manage the Project Team
237
26
Project Manager vis-a-vis the Functional Manager
239
1
Conflicting Objectives
239
1
Projects as Motivation and Development Tools
240
4
Recruit the Project Team
244
11
The Project Manager
245
2
The Core Team Members
247
4
The Contracted Team Member
251
2
Types of Proposals
253
1
Types of Contracts
254
1
Organize the Project Team
255
1
Authority
255
1
Responsibility
256
1
Establish Team Operating Rules
256
5
Decision Making
257
1
Conflict Resolution
258
1
Consensus Building
259
1
Brainstorming
259
1
Team Meetings
260
1
Summary
261
2
Monitor and Control Progress
263
38
Control versus Risk
265
3
Purpose of Controls
265
1
High Control---Low Risk
266
1
Low Control---High Risk
266
1
Balancing the Control System
267
1
Control versus Quality
268
1
Progress Reporting System
268
8
Types of Project Status Reports
268
4
How and What Information to Update
272
2
Frequency of Gathering and Reporting Project Progress
274
1
Variances
274
2
Graphical Reporting Tools
276
12
Gantt Charts
276
2
Milestone Trend Charts
278
3
Cost Schedule Control
281
5
Using the WBS to Report Project Status
286
2
Level of Detail
288
1
Activity Manager
288
1
Project Manager
288
1
Senior Management
289
1
Project Status Review Meetings
289
2
Change Control
291
3
Problem Escalation
294
7
The Escalation Strategy Hierachy
297
1
Problem Management Meetings
298
3
Close Out the Project
301
10
Steps in Closing a Project
303
1
Get Client Acceptance
303
1
Ceremonial Acceptance
303
1
Formal Acceptance
304
1
Install Project Deliverables
304
1
Document the Project
304
2
Documentation Contents
305
1
Post-Implementation Audit
306
2
The Final Report
308
1
Celebrating Success
309
2
Part Five References
311
2
Appendix A Managing Multiple Projects
313
12
Shared Resources
315
1
Organizational Considerations
316
2
Staffing Considerations
318
1
Project-Related Considerations
319
4
Slack Management
322
1
Project Delay
322
1
Strategic and Tactical Issues
323
2
Appendix B What's on the CD-ROM
325
2
Bibliography
327
10
Index
337