Results Without Authority · Controlling a Project When the Team Doesn't Report to You by Pmp, Tom Kendrick -- Read -- Imperial Library of Trantor

Index

Chapter 1: Control of Projects

Who’s in Charge?

Factors That Any Project Leader Can Control

Structure of This Book Elements of Project Control

Project Processes Influence Metrics

No One Ever Said That Projects Are Easy

Chapter 2: Control Through Process

Project Management Processes

Life Cycles and Methodologies

Life Cycles Methodologies

Project Definition and Charter Project Planning, Execution, and Tracking Change Management

Phased Projects Agile Projects

Information Management Project Management Software Tools Contract and Procurement Management Risk Management

Quality Management

Adopted Standards Project-Specific Quality Planning Issue Management Decision Making

Project Infrastructure

Key Decisions Fine-Tuning Your Infrastructure

The Project Management Office

Chapter 3: Control Through Influence

Appropriate Leadership Styles

Operating Style Communication

Project Communications Other Communications

Motivation

Motivating Factors Hygiene Factors Motivation in the Twenty-First Century

Getting Through Giving

1. Documenting Your Objective 2. Identifying Who Can Do the Work 3. Evaluating Your Options and Selecting the Best Person 4. The Other Person’s Perspective 5. List Possibilities for Exchange

Overall Project Considerations Project Work Considerations Recognition Considerations Interpersonal Team and Peer Considerations Interpersonal Considerations for Your Manager and Others in Authority

6. Meeting with the Other Person 7. Verifying Your Assumptions and Deciding What to Exchange 8. Requesting a Commitment 9. Documenting the Agreement 10. Delivering on Your Offer and Tracking the Work to Completion

Enhancing Influence

Building Influence in Your Team

Lead by Example Using Random Positive Reinforcement Removing Barriers Always Provide Reasons Coach, Mentor, and Assist Practice Credibility and Integrity Be Inclusive Offer Tit for Tat Using Referent Power (Sparingly) Effectively Building Consensus Commitments in Writing Dressing for Success Be Positive

Building Influence with Your Manager, Project Sponsor, and Stakeholders

Asking Revealing Questions Collaborating with Peers: Strength in Numbers

Maintaining Relationships

Chapter 4: Control Through Project Metrics

Desired Behaviors Types and Uses of Project Metrics

Predictive Project Metrics Diagnostic Project Metrics Retrospective Project Metrics

Measurement Definition and Baselines

Determining Objectives and Desired Behaviors Designing Individual Metrics

Goal Question Metric Approach Balanced Scorecard Approach Process Measurement Behavioral Methods

Documenting the Metrics Obtaining Support for Data Collection and Use Developing a System of Measures and Evaluating Potential Adverse Consequences

Sole Focus Reward and Evaluation System Consistency Environment Consistency

Testing the Metrics and Resolving Problems Setting a Baseline for the Measures and Establishing a Normal Range Using the Metrics

Potential Problems and Measurement Barriers

Chapter 5: Control Begins with Project Initiation

Sponsorship

Managing the Project Environment Active Involvement in Project Start-Up Support for Robust Project Management Processes Initial Validation, Baseline Setting, and Periodic Revalidation Protection for the Project Organizational Learning

Project Vision

Value Analysis: Why Does This Project Matter? One Size Does Not Fit All

Project Launch

Project Charter Project Priorities Return on Investment Analysis

Assessing Simple Payback Assessing Discounted Payback Assessing Net Present Value Assessing Internal Rate of Return Getting a Return on ROI

Initial Scoping

Defining Deliverables Verifying Requirements Testing the Limits Validating Initial Scoping and Getting Agreement on Success Criteria

Project Staffing

Start-Up Workshops

Justifying the Start-Up Workshop Run an Effective Workshop Confirming Roles Having Some Fun Capturing Issues and Closing the Workshop Following Up After the Workshop

rojects with Cross-Functional, Distributed, and Global Team Members

Establishing Your Team Conducting a Long-Distance Project Start-Up Workshop

Chapter 6: Building Control Through Project Planning

Plan Collaboratively

Project Infrastructure Breaking Down the Work with Your Team

Up Against the Wall Minimizing Missing Work Documenting Results

Individual Goals and Responsibilities

Defining Clear Objectives Discovering Individual Preferences Delegating Ownership and Responsibility Gaining Two-Way Commitment

Collaborative Estimating

Developing a Detailed View Learning from History Estimating as a Team

Outsourced Activities

Your Reasons for Outsourcing Managing the Timing Minimizing Sources of Conflict and Confusion Contracting for Control

Interface Management Constraints and Plan Optimization

Critical Path Minimizing Schedule Complexity Resource Overcommitments and Leveling Plan Optimization and Opportunity Analysis Putting Your Project In a Box Risk Identification, Assessment, and Response Planning Doing a Plan Review

Measure Your Plan

Defining Predictive Project Metrics

Project Scale and Scope Metrics Timing and Schedule Metrics Resource and Financial Metrics General Project Metrics

Using Predictive Metrics

Set a Realistic Project Baseline

Preparing Your Information Negotiating Setting the Baseline

Use Your Plan

Chapter 7: Maintaining Control During Project Execution

Deploying Status-Based Metrics

Defining Diagnostic Metrics

Timing and Schedule Metrics Resource and Financial Metrics Earned Value Management (EVM) Metrics Project Scope Metrics General Project Metrics

Control and Earned Value Management (EVM)

What Is EVM? Should You Adopt EVM? Ensuring Useful EVM Results Alternatives to EVM

Selecting and Setting Baselines for Diagnostic Metrics

Status Collection

Implementing Your Diagnostic Measures Collecting Inputs Verifying and Analyzing Project Variance Saving and Using Project Variance Information

Informal Communication

Management by Wandering Around Conversations Informal Notes, E-Mail, and Social Media

Maintaining Relationships

Building on Common Interests Using Team Activities Tailoring Your Interactions Staying Positive and Loyal Interacting Socially and Feeding People Using Humor and Having Fun

Keeping Your Team Focused

The Myth of Multitasking Refreshing the Project Vision

Chapter 8: Tracking and Monitoring for Project Control

Scope and Specification Change Management Overall Control

Performance Problems Schedule Control Cost Control Quality Control Issue Management Decision Making Outsourcing and Contract Administration Risk Monitoring and Control Losing a Project Sponsor Taking Over a Project

Formal Communication

Project Status Reports Project Meetings Presentations

Rewards and Recognition

Intangible Rewards and Recognition Tangible Rewards and Recognition

Project Reviews for Lengthy Projects Project Cancellation Control Challenges

Dealing with Barriers Doing More with Less Resolving Team Conflicts

Chapter 9: Enhancing Overall Control Through Project Closure

Delivering Your Results and Getting Sign-Off Employing Retrospective Project Metrics

Defining Retrospective Project Metrics

Project Scale and Scope Metrics Timing and Schedule Metrics Resource and Financial Metrics General Project Metrics

Deploying and Using Retrospective Metrics

Administrative Closure

Closing Outsourced Work Final Project Reports

Celebration and Team Rewards Capturing Lessons Learned

Preparing for the Retrospective Meeting to Review Project Results and Processes Documenting and Following Up on Recommendations

Chapter 10: Conclusion

How to Guarantee That Every Project Will Fail

Appendix A: Example Project Infrastructure Decisions

Planning Questions

Project Initiation Project Plan Development Outsourced Work Planning Deliverables Planning Participants Planning Tools Planning Metrics

Execution Questions

Project Status Status Metrics Project Management Information System (PMIS) Project Meetings Team Concerns Informal Communications Life Cycles, Methodologies, and Other Organizational Requirements Process Management and Quality Assurance

Control Questions

Project Reporting Scope and Specification Control Overall Control Individual Performance Problems Project Reviews and Baseline Management Project Cancellation Project Closure Retrospective Metrics

Appendix B: Selected References

Books on Project Management Books on Influence Books on Metrics

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