Quite simple and good presentation of all major project management concepts. CD contains set of templates covering most of the aspects of project methodology. Strongly recommended for novices to PM.
Author(s): Trevor L Young, Trevor L. Young
Edition: 2nd
Publisher: Kogan Page
Year: 2007
Language: English
Pages: 303
Contents......Page 3
Preface to the revised second edition......Page 7
Part 1: The programme and project environment......Page 9
1 Introduction......Page 11
WHAT IS SPECIAL ABOUT PROGRAMMES AND PROJECTS?......Page 12
WHO IS THIS BOOK FOR?......Page 13
2 Change: programmes and projects......Page 15
CHANGE AND THE PROGRAMME AND PROJECT MANAGER......Page 16
WHAT IS A PROJECT?......Page 17
PROJECTS AND SUB-PROJECTS......Page 18
WHAT IS A PROGRAMME?......Page 20
WHY PROGRAMME MANAGEMENT?......Page 22
WHAT IS PROGRAMME MANAGEMENT?......Page 24
WHAT IS PROJECT MANAGEMENT?......Page 25
WHY IS PROGRAMME MANAGEMENT DIFFERENT FROM PROJECT MANAGEMENT?......Page 26
WHAT IS DIFFERENT ABOUT PROGRAMME AND PROJECT MANAGEMENT?......Page 27
HOW ARE PROGRAMMES AND PROJECTS DERIVED?......Page 29
THE DYNAMIC LIFE CYCLE......Page 31
THE DYNAMIC ACTION CYCLE......Page 32
THE PROGRAMME AND PROJECT PROCESS PHASE GATES......Page 34
IS THE PHASE GATE A CONSTRAINT?......Page 36
IS THIS CONTROL NECESSARY?......Page 37
SUMMARY......Page 38
3 Organizing for programme management......Page 39
ORGANIZING FOR OWNERSHIP......Page 41
ESTABLISHING THE PROGRAMME STEERING TEAM......Page 42
CONTINUOUS IMPROVEMENT AND PROBLEM SOLVING: ARE THEY PROJECTS?......Page 44
OPERATING A PROGRAMME REGISTER......Page 45
THE KEY RESPONSIBILITIES OF THE PROGRAMME STEERING TEAM......Page 49
MEETINGS OF THE PROGRAMME STEERING TEAM......Page 50
MANAGING THE PORTFOLIO: SELECTION OF PROGRAMMES AND PROJECTS......Page 52
THE INPUTS TO EFFECTIVE SELECTION......Page 54
THE SECONDARY SCREENING......Page 56
THE RESULT OF EFFECTIVE SELECTION......Page 57
SUMMARY......Page 59
4 The key roles......Page 61
THE PROJECT STEERING TEAM ADMINISTRATOR......Page 62
THE PROGRAMME MANAGER......Page 63
THE FUNCTIONAL MANAGER......Page 64
THE STAKEHOLDERS......Page 65
FREQUENTLY USED TERMS......Page 67
THE PROGRAMME AND PROJECT MANAGER AS A LEADER......Page 68
THE DIMENSIONS OF LEADERSHIP IN THE PROGRAMME AND PROJECT ENVIRONMENT......Page 70
DIMENSION 1: MANAGING STAKEHOLDERS......Page 71
DIMENSION 3: MANAGING PERFORMANCE......Page 74
PROGRAMMES, PROJECTS AND TEAMWORK......Page 75
BUILDING YOUR TEAM......Page 78
SUMMARY......Page 80
Part 2: The programme and project processes and techniques......Page 83
5 Starting up: ideas and opportunities for projects......Page 85
THE FUNDAMENTAL DATA NEEDS......Page 86
WHAT ARE THE CONSTRAINTS?......Page 87
PREPARING THE INITIAL BUSINESS CASE......Page 88
THROUGH GATE ZERO TO GATE ONE......Page 89
PRESENTING THE BUSINESS CASE TO THE PROGRAMME STEERING TEAM......Page 95
THE KICK-OFF MEETING......Page 96
PROJECT DOCUMENTATION......Page 99
THE PROJECT BRIEF AND SPECIFICATION......Page 103
SUMMARY......Page 105
WHAT IS NECESSARY TO DEFINE A PROJECT?......Page 107
THE STAKEHOLDER LIST......Page 108
THE PROJECT BRIEF......Page 109
THE SCOPE OF WORK STATEMENT......Page 113
RISK MANAGEMENT......Page 115
RISK ASSESSMENT......Page 118
QUANTIFYING IDENTIFIED RISKS......Page 123
GETTING YOUR PROJECT DEFINITION APPROVED......Page 128
SUMMARY......Page 131
WHAT IS NOT GOING TO BE DONE?......Page 134
WHERE DOES PLANNING START?......Page 135
IDENTIFYING THE KEY STAGES......Page 136
THE PROJECT WORK BREAKDOWN STRUCTURE......Page 139
ALLOCATING RESPONSIBILITY......Page 140
WHAT IS AN ESTIMATE?......Page 142
AVOID SOME CLASSIC PITFALLS......Page 144
EFFORT AND DURATION......Page 145
ESTIMATING THE DURATIONS......Page 147
CONTINGENCIES......Page 150
TIME-LIMITED SCHEDULNG AND ESTIMATES......Page 151
IDENTIFYING THE CRITICAL PATH OF YOUR PROJECT......Page 153
THE PROGRAMME EVALUATION AND REVIEW TECHNIQUE......Page 154
USING THE PERT ANALYSIS DATA......Page 157
ANALYSING YOUR RESOURCE REQUIREMENTS......Page 162
OPTIMIZING YOUR SCHEDULE......Page 163
REVIEWING YOUR PROJECT RISK LOG......Page 167
REVIEWING YOUR PROJECT BUDGET......Page 168
INTERMEDIATE PHASE GATES......Page 169
SEEKING APPROVAL TO LAUNCH YOUR PROJECT......Page 170
SUMMARY......Page 172
ESTABLISHING KEY STAGE WORK PLANS......Page 174
DERIVING A MILESTONE SCHEDULE......Page 177
CRITICAL SUCCESS FACTORS......Page 179
ENSURING EFFECTIVE COMMUNICATION......Page 181
PROJECT STATUS REPORTS......Page 182
DERIVING A MEETINGS SCHEDULE FOR YOUR PROJECT......Page 185
MANAGING PROJECT CHANGES......Page 186
HOLDING A LAUNCH MEETING......Page 193
SUMMARY......Page 195
9 Executing the project work......Page 198
THE PROJECT CONTROL SYSTEM......Page 199
MONITORING PROGRESS......Page 203
MANAGING ISSUES......Page 206
REVIEWING PROJECT ISSUES......Page 214
TRACKING YOUR PROJECT......Page 215
TAKING CORRECTIVE ACTION......Page 220
PROBLEM SOLVING......Page 222
PROGRESS MEETINGS......Page 225
PROGRESS REPORTING......Page 228
ENCOURAGING GOOD TIME MANAGEMENT......Page 230
CONTROLLING THE PROJECT COSTS......Page 236
BALANCING THE PROJECT......Page 242
APPROACHING THE CLOSURE PHASE......Page 246
SUMMARY......Page 247
10 Closing your project......Page 250
WHY HAVE A CLOSURE PHASE?......Page 251
ESTABLISHING COMPLETION CRITERIA......Page 252
THE ACCEPTANCE PROCESS......Page 254
THE CLOSE-OUT MEETING......Page 255
EVALUATING YOUR PROJECT......Page 259
CLOSING DOWN THE PROJECT......Page 260
POST-PROJECT EVALUATION......Page 262
POST-PROJECT APPRAISALS......Page 266
WHAT NEXT?......Page 267
SUMMARY......Page 268
11 Using a computer......Page 271
WHAT CAN SOFTWARE DO?......Page 272
USING A SOFTWARE PROGRAM......Page 275
WHAT SOFTWARE DOES NOT DO......Page 278
THE PROGRAMME MANAGEMENT OFFICE......Page 279
PROBLEM ANALYSIS......Page 282
HOW PROJECTS SUCCEED......Page 288
Postscript......Page 290
Appendix 1: Glossary of terms......Page 291
Appendix 2: Further reading......Page 297
Index......Page 299
