Practical Project Management: Tips, Tactics and Tools

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