Project Management: Leading Change in the Age of Complexity

Foreword
Preface
Genesis and Methodology
This Book Is Peculiar
The Rise of the Project Economy, or Why This Book Is Relevant for You—Whoever You Are
How to Read This Book
Acknowledgements
Contents
List of Figures
List of Tables
1 Principles and Background Concepts
1.1 Projects: Think Before You Do, Check While You Are Doing
1.1.1 What Is a Project (and What Is Not)?
1.1.2 Etymology
1.1.3 The History
1.1.4 The Waves of Project Management
1.1.5 Why Can’t We Do It Like Before
1.2 Inspiring Metaphors
1.2.1 The Project Manager and the Hamster
1.2.2 The Conductor
1.2.3 Fog
1.2.4 The Magic (Iron, Golden) Triangle a.k.a. The Triple Constraint
1.3 Organizations, Environment and Projects
1.3.1 Project Based and Project Oriented Organizations
1.3.2 Tactical and Strategic Level
1.3.3 Project, Programme, Portfolio
1.3.4 Project Environment
1.4 Project Life Cycles and Phases
1.4.1 Traditional Life Cycle (Waterfall, Predictive, Plan-Driven)
1.4.2 Iterative Life Cycle
1.4.3 Incremental Life Cycle
1.4.4 Agile Life Cycle
1.4.5 Hybrid Life Cycle
1.5 Fundamental Principles
1.5.1 A Collaborative Environment Requires Trust, Trust Requires Ethics
1.5.2 Involve Stakeholders
1.5.3 Value at the Heart of Project Management
1.5.4 Holistic View and Systemic Thinking
1.5.5 Leadership
1.5.6 Complexity
1.5.7 Tailoring
1.5.8 Achieving Quality in Processes and Products
1.5.9 Get Ready for Risk, Uncertainty and the Unexpected
1.5.10 Adaptability, Resilience and Sustainability
1.5.11 Facilitating Change, Transformation and Innovation
2 Processes and Practices for Preparing and Carrying Out the Work
2.1 Plan and Manage Scope
2.1.1 Break Down the Work to Be Done: Work Breakdown Structure and Backlog
2.2 Plan and Manage Schedule
2.2.1 Project Logic Network Diagram
2.2.2 Duration Estimate and Critical Path Method (CPM)
2.2.3 Gantt Chart
2.2.4 Agile Project Planning
2.3 Plan and Manage Costs, Budget and Resources
2.3.1 Costs, Prices, Change Order Management
2.3.2 Earned Value Management
2.4 Plan and Manage the Quality of Products/Deliverables
2.4.1 General Concepts
2.4.2 Overall Quality Processes
2.5 Integration of Planning Activities
2.5.1 Assumptions and Constraints
2.5.2 Project Charter
2.5.3 Project Management Plan (PMP)
2.5.4 Project Artifacts
2.6 Plan and Manage Procurement and Contracts
2.6.1 Contracts
2.6.2 Common Law vs. Civil Law
2.7 Determine the Best Project Methodology and Practices for Your Project
2.8 Establish a Project Governance Structure
2.9 Project/Phase Closure and Transitions
2.10 Keep the Level of Urgency Needed to Create Value
2.11 Manage Communications
2.11.1 Sender-Receiver Model
2.11.2 Implicit Content
2.11.3 Communication Channels
2.11.4 Intercultural Communication
2.11.5 Visual Communication and Visual Management
2.11.6 Meetings
2.11.7 Active Listening
2.11.8 Negative Feedback—Talking About Problems
2.11.9 Reformulation Technique
2.11.10 Presentations
2.11.11 Stage Fright
2.12 Assess and Manage Risks
2.12.1 Plan Risk Management
2.12.2 Identify the Risks
2.12.3 Qualitative Risk Analysis
2.12.4 Quantitative Risk Analysis
2.12.5 Planning Responses to Risks
2.12.6 Perform Responses and Monitor Risks
2.12.7 Manage Project Issues: The Issue Log
2.12.8 Address and Remove Impediments, Obstacles, and Blockers for the Team
2.13 Bringing and Keeping Stakeholders on Board
2.13.1 Stakeholder Register and Stakeholder Engagement Assessment Matrix
2.13.2 A Very Special Stakeholder: The Project Sponsor
2.14 Manage Project Changes
2.15 Address Knowledge Transfer for Project Continuity
3 People: Creating and Managing the Project Team and Stakeholders
3.1 Build a High-Impact Team
3.1.1 Organizational Structures
3.1.2 Responsibility Assignment Matrix (RAM) and RACI
3.2 Define the Team’s Ground Rules
3.2.1 Team Charter
3.3 Build Shared Understanding (Vision) About the Project
3.4 Negotiate Project Agreements
3.5 Empower Team Members and Stakeholders
3.6 Train Team Members and Stakeholders as They Need
3.7 Virtual Teams
3.8 Collaborate with Stakeholders
3.9 Lead the Team
3.9.1 Envision Box
3.9.2 Project Statement
3.9.3 Servant Leadership
3.9.4 Context-Based Leadership
3.9.5 John Maxwell’s 5 Levels of Leadership
3.9.6 Silo Thinking
3.9.7 Challenging the Status Quo
3.10 Support the Team Performance
3.10.1 SMART Objectives
3.10.2 Team Dynamics with Tuckman’s Model
3.10.3 DESC Method
3.11 Manage Conflict
3.11.1 Active Listening
3.11.2 Conflict Resolution Model
3.12 Mentor Relevant Stakeholders
3.13 Promote Team Performance Through the Application of Emotional Intelligence
3.13.1 Maslow’s Pyramid of Needs
3.13.2 Theory X, Theory Y and Theory Z
3.13.3 Herzberg’s Hygiene Theory
3.13.4 McClelland Needs Theory
3.13.5 The Concept of Time: Kronos and Kairos
3.13.6 The Eisenhower Urgent/Important Matrix
3.13.7 Assessment of Resources
3.13.8 The Assholes
4 Business Environment and Perspective: No Project is an Island
4.1 Plan and Manage Project Compliance
4.2 Evaluate and Deliver Project Benefits and Value According to the organization’s Strategy
4.3 Evaluate and Address External Business Environment Changes for Impact on Scope
4.4 Support Organizational Change
5 Beyond the Boundaries of Project Management
5.1 Before and After Project Management: Business Analysis and Operational Management
5.1.1 Business Analysis
5.1.2 Operations Management and Supply Chain Management
5.1.3 Strategy Deployment—continuity Between Strategy and Operational Reality
5.2 Not to Reinvent the Wheel for Every Project: The Project Management Office
5.3 International Projects
5.4 Major Works, Large Projects and Megaprojects
5.5 Multi-Project Environments (Program Management)
5.6 Product Management
5.7 Project and Project Management Success
5.7.1 Project Management Stress
5.8 Certifications
5.8.1 Project Management Institute (PMI)
5.8.2 International Project Management Association (IPMA)
5.8.3 ILX Team
5.8.4 Scrum Alliance
5.8.5 ITIL
5.9 Conclusion: The Mere Mortal’s Way to Project Management
5.10 Further Readings
5.10.1 In depth readings
5.10.2 Research