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Practical Project Management: Tips, Tactics and Tools

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Harvey Levine is a recognized writer and dedicated warrior of the project management profession. Aside from years of volunteer effort to the profession (and holding the presidency of the Project Management Institute), his consulting work and writings have always smacked of practicality–thus his new book featuring ‘Tips, Tactics, and Tools’. His experience, as shown clearly in this book, covers the gamut of project management. And besides all that, Harvey’s writings are fun to read! –Paul C. Dinsmore, PMP, PMI Fellow Author of Winning in Business with Enterprise Project Management

''Yet another book on project management? The difference is that Harvey Levine has set down his knowledge and understanding of project management honed over some forty years of experience in the industry. His latest book, Practical Project Management, provides profound practical and pragmatic advice, not just for the project management practitioner but also for senior management seeking to leverage the best out of the discipline in today’s competitive world. His lighthearted style makes for easy reading without detracting from the value of the content. This book covers the whole spectrum from the new paradigms of project portfolio management to project communication and how to make it work. It integrates new ideas with true and trusted old ones, and the text is replete with ‘Tips and Tools’ sidebars. A very readable book, highly recommended.'' –Max Wideman, FCSCE, FEIC, FICE, PMI Fellow and Past President

''Companies are putting temporary project teams onto more and more of their work, often blind to how this changes management. Practical Project Management will open a lot of eyes to the pitfalls, and in his conversational style Harvey Levine elucidates some rare and valuable guidance on everything from organizing for project management to picking tools.'' –Matt Light, Research Director, Gartner Inc.

''Harvey Levine’s seasoned, sensible approach to project management is apparent in this straightforward guide to practical project management. For either the experienced professional or the novice, the sections of ‘Tips, Tactics, and Tools’ provide useful, easy-to-grasp concepts that highlight the content of his text. Those who appreciated Harvey’s practical articles on PMnetwork.com will enjoy reading his new book, and those who are not familiar with his past work are in for a treat as he leads the reader through the journey of practical project management.'' –Mary Devon O’Brien, PMP, PMI Fellow, PMI Past President and Chairman

''Harvey Levine has helped shape the project management body of knowledge and our products. In this book, he shares the insights of over forty years of project management experience with great clarity, wit, and style.'' –Roger Meade, CEO, Scitor Corporation

''Practical Project Management: Tips, Tactics, and Tools is another of the author’s easy-to-read but quite insightful books, containing many practical ideas and suggestions for making your projects run more smoothly while achieving their planned objectives. The book includes numerous nuggets of wisdom that have been used to good advantage on successful projects and can be applied equally well to yours. This book has something for all practitioner levels, including even the most seasoned project and program managers.'' –Ken Hartley, Vice President, PB Programme Management Ltd., PMI Fellow and Past President

Author(s): Harvey A. Levine
Edition: 1st
Publisher: Wiley
Year: 2002

Language: English
Commentary: 33258
Pages: 399

Wiley - Practical Project Management 0-471-20303-3.pdf......Page 0
Practical Project Management Tips, Tactics, and Tools......Page 2
Copyright......Page 7
CONTENTS......Page 8
ACKNOWLEDGMENTS......Page 12
PREFACE......Page 14
SECTION 1 SETTING UP THE PROJECT MANAGEMENT OPERATION......Page 22
CHAPTER 1.1 ABOUT PROJECTS AND PROJECT MANAGEMENT......Page 23
CHAPTER 1.2 ORGANIZING FOR PROJECT MANAGEMENT......Page 34
CHAPTER 1.3 DOES YOUR COMPANY NEED A CPO?......Page 45
CHAPTER 1.4 IMPLEMENTING A COMPUTER-BASED PROJECT MANAGEMENT CAPABILITY......Page 50
SECTION 2 GETTING STARTED......Page 60
CHAPTER 2.1 PROJECT INITIATION TECHNIQUES......Page 62
CHAPTER 2.2 DO YOU WEEBIS? CLARIFYING WBS, OBS, AND RBS......Page 81
CHAPTER 2.3 PROJECT LIFE CYCLES......Page 86
SECTION 3 SCHEDULING......Page 94
CHAPTER 3.1 CRITICAL PATH SCHEDULING......Page 97
CHAPTER 3.2 CRITICAL PATH, CRITICAL CHAIN, AND UNCERTAINTY Exploring Concepts of Shared Contingency......Page 105
CHAPTER 3.3 ESTIMATING TASK DURATIONS......Page 114
CHAPTER 3.4 HOW IMPORTANT ARE SCHEDULES AND TIME COMPRESSION?......Page 121
CHAPTER 3.5 PRACTICAL SCHEDULING......Page 128
SECTION 4 RESOURCE AND WORKFORCE MANAGEMENT......Page 138
CHAPTER 4.1 AN OVERVIEW OF THE DIFFERENT ELEMENTS OF RESOURCE MANAGEMENT......Page 140
CHAPTER 4.2 ROLE-BASED NEEDS FOR MANAGING RESOURCES IN A PROJECT-DRIVEN ORGANIZATION......Page 144
CHAPTER 4.3 RESOURCE LEVELING AND GAMES OF CHANCE......Page 160
CHAPTER 4.4 PRACTICAL RESOURCE SCHEDULING......Page 171
SECTION 5 BUDGETING AND COST CONTROL......Page 180
CHAPTER 5.1 CONCEPTS AND ISSUES OF PROJECT BUDGETING AND COST CONTROL......Page 183
CHAPTER 5.2 SOFTWARE SUPPORT FOR COST MANAGEMENT......Page 193
SECTION 6 RISK MANAGEMENT AND CONTINGENCY......Page 198
CHAPTER 6.1 USING AND MANAGING CONTINGENCY......Page 201
CHAPTER 6.2 RISK MANAGEMENT FOR THE SIGMAPHOBIC Managing Schedule, Cost, and Technical Risk and Contingency......Page 218
CHAPTER 6.3 SOME COMPUTER-BASED APPROACHES TO SCHEDULE RISK ANALYSIS......Page 226
SECTION 7 MAINTAINING THE PLAN......Page 236
CHAPTER 7.1 CHANGE CONTROL AND SCOPE MANAGEMENT......Page 239
CHAPTER 7.2 REAL-TIME STATUS VERSUS PERIOD DATA......Page 255
CHAPTER 7.3 AUTOMATIC PROJECT MANAGEMENT: A CLASSIC OXYMORON......Page 261
SECTION 8 PERFORMANCE MEASUREMENT......Page 268
CHAPTER 8.1 MEASURING THE VALUE OF WORK ACCOMPLISHMENT......Page 270
SECTION 9 PROJECT PORTFOLIO MANAGEMENT......Page 282
CHAPTER 9.1 DEFINING AND IMPLEMENTING PROJECT PORTFOLIO MANAGEMENT......Page 284
CHAPTER 9.2 BRIDGING THE GAP BETWEEN OPERATIONS MANAGEMENT AND PROJECTS MANAGEMENT......Page 292
CHAPTER 9.3 PROJECT SELECTION AND RISK......Page 297
SECTION 10 PROJECT MANAGEMENT, ENTERPRISE PROJECT MANAGEMENT, AND ENTERPRISE RESOURCE PLANNING......Page 302
CHAPTER 10.1 THE SEARCH FOR AUTOMATED, INTEGRATED, ENTERPRISE-WIDE PROJECT MANAGEMENT......Page 304
CHAPTER 10.2 INTEGRATING PM AND ERP......Page 309
SECTION 11 PROJECT MANAGEMENT AND PROFESSIONAL SERVICES AUTOMATION......Page 318
CHAPTER 11.1 DEFINING THE PSA MARKET......Page 320
CHAPTER 11.2 BUILDING PSA SOLUTIONS......Page 324
SECTION 12 TOOLS OF THE TRADE......Page 328
CHAPTER 12.1 A SIMPLIFIED AND BALANCED APPROACH TO PM SOFTWARE SELECTION......Page 330
CHAPTER 12.2 NEW NAMES FOR OLD GAMES Rebadging Sound and Proven PM Concepts......Page 341
CHAPTER 12.3 THE e REVOLUTION: COLLABORATION SERVICES, B2B, GATEWAYS......Page 348
SECTION 13 MAKING PROJECT MANAGEMENT WORK......Page 356
CHAPTER 13.1 IMPLEMENTING PROJECT MANAGEMENT Commitment and Training Ensure Success......Page 358
CHAPTER 13.2 MAKING PROJECT COMMUNICATION WORK......Page 365
CHAPTER 13.3 WHY PROJECT MANAGEMENT IMPLEMENTATION PROGRAMS FAIL......Page 373
CHAPTER 13.4 TEAMS, TASK FORCES, AND BUREAUCRATS......Page 378
CHAPTER 13.5 THE PSYCHOLOGICAL CONTRACT......Page 382
CHAPTER 13.6 SHARED REWARDS......Page 391
INDEX......Page 395