Project management is today's hottest topic, yet fully integrative, timely, and broad-based coverage is difficult to find. The McGraw-Hill 36-Hour Project Management Course synthesizes and organizes current PM knowledge and material from the Project Management Institute and other leading bodies of knowledge into one comprehensive and contemporary resource. Real-life case studies and examples, placed in the context of state-of-the-art applications, make this course book valuable to a wide range of professionals in virtually any industry.
Author(s): Helen Cooke, Karen Tate
Series: McGraw-Hill 36-Hour Courses
Edition: 1
Publisher: McGraw-Hill
Year: 2005
Language: English
Pages: 352
Terms of Use......Page 5
Want to learn more?......Page 6
About the Authors......Page 7
Contents......Page 11
What Is Project Management?......Page 19
Why Make a Distinction between Projects and Operations?......Page 29
The Relationship of Project Management to Implementing Desired Change......Page 34
The Value-Added Proposition: Declaring and Revalidating Project Value......Page 42
Benefits of Adopting Project Management Approaches......Page 43
Summary......Page 44
End-of-Chapter Questions......Page 45
What Is a Project?......Page 49
Natural Phases of Projects......Page 56
Contrasting Project Life Cycle and Product Life Cycle......Page 60
Types of Projects......Page 69
How Project Management Is Applied in Different Settings......Page 71
End-of-Chapter Questions......Page 75
Overview and Goals......Page 79
The Project Leader’s Integrated Skill Set......Page 80
Essential Characteristics of the Project Management Leader......Page 81
Knowledge, Skills, and Abilities of the Project Manager......Page 90
Other Leadership Roles on Large Projects......Page 98
End-of-Chapter Questions......Page 101
Overview and Goals......Page 105
The Basics......Page 106
How Projects Get Started......Page 110
The Project’s Life Cycle: Project Phases......Page 115
Summary......Page 117
End-of-Chapter Questions......Page 118
Project Planning......Page 121
Detailed Planning......Page 129
Plan Approval......Page 135
Summary......Page 136
End-of-Chapter Questions......Page 137
Overview and Goals......Page 139
High-Level Planning......Page 140
Scope and Objectives Planning......Page 145
Documenting the Plan......Page 152
Completing Initial High-Level Documentation......Page 156
Review of the Overall Plan before Detailed Plan Development......Page 157
Summary......Page 159
End-of-Chapter Questions......Page 160
Overview and Goals......Page 161
Creating a Work Plan for Execution......Page 162
The Go/No-Go Decision......Page 167
Implementation Detail for Startup......Page 168
Planning for Team Management......Page 175
Communications Plan......Page 177
Planning for Stakeholder Management......Page 178
Summary......Page 180
End-of-Chapter Questions......Page 181
Overview and Goals......Page 183
The Importance of Communication on Projects......Page 184
Team Development......Page 185
Creating Teams of Similar and Dissimilar People......Page 186
Creating a Project Management Culture......Page 188
Team Building......Page 192
Managing Team Resources......Page 193
Summary......Page 194
End-of-Chapter Questions......Page 195
Overview and Goals......Page 197
Communications......Page 198
Managing Quality......Page 202
Managing Cost......Page 203
Managing Time......Page 205
Managing Risk......Page 206
Project Integration Management......Page 209
Turnover of Responsibility for Deliverables......Page 211
Lessons Learned and Process Improvements......Page 213
Summary......Page 214
End-of-Chapter Questions......Page 215
Overview and Goals......Page 217
Quality Assumptions......Page 218
The Project Culture: Continuous Learning and Improvement......Page 222
Project Decisions as an Element of Quality......Page 223
The Wright Brothers’ Project to Create Controlled Flight......Page 224
Project Managers Do Not Always Get High Visibility......Page 229
Summary......Page 230
End-of-Chapter Questions......Page 231
Overview and Goals......Page 233
Project Control and the Triple Constraint......Page 235
Earned Value as a Means of Control......Page 242
Project Management Tools......Page 244
Leveraging Technology......Page 245
Summary......Page 246
End-of-Chapter Questions......Page 247
Overview and Goals......Page 249
Improving the Project Environment......Page 250
Definition of Organizational Project Management Maturity......Page 252
How Process Improvement Applies to Project Management......Page 253
Leveraging the Organization’s Resources......Page 258
Determining the Organization’s Project Management Maturity......Page 260
Technology to Enhance Organizational Project Management Maturity......Page 264
The Project Management Office or Program Management Office (PMO)......Page 267
Standard Processes to Improve Project Management......Page 272
Standard Metrics......Page 273
End-of-Chapter Questions......Page 274
13. Conclusion......Page 277
Key Concepts to Remember......Page 280
Advancing Both the Project and the Profession......Page 281
End-of-Chapter Questions......Page 282
Appendix A: Process Model......Page 285
Appendix B: Templates......Page 293
Appendix C: Organizational Assessment......Page 315
Appendix D: Case Study......Page 321
Appendix E: Deliverables’ Life Cycles......Page 327
Notes......Page 331
Answer Key to End-of-Chapter Questions......Page 337
Index......Page 341
Final Examination......Page 351
