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Index
Introduction About This Book Conventions Used in This Book What You’re Not to Read Foolish Assumptions How This Book Is Organised Part I: Understanding Projects and What You Want to Achieve Part II: Building the Plans Part III: Putting Your Management Team Together Part IV: Steering the Project to Success Part V: Taking Your Project Management to the Next Level Part VI: The Part of Tens Icons Used in This Book Where to Go from Here Part I: Understanding Projects and What You Want to Achieve Chapter 1: Project Management: The Key to Achieving Results Taking on a Project Avoiding the Pitfalls Deciding Whether the Job Is Really a Project Understanding the four control areas Recognising the diversity of projects Understanding the four stages of a project Defining the Project Manager’s Role Looking at the Project Manager’s tasks Staving off potential excuses for not following a structured project management approach Avoiding ‘shortcuts’ Do You Have What It Takes? Questions Answers Chapter 2: Thinking Through the Life of Your Project Being Methodical Breaking the Project Down into Stages or Phases Appreciating the advantages of stages Deciding on the number of delivery stages Understanding the Four Main Stages Starting the Project Organising and Preparing Carrying Out the Work – delivery stages Closing the Project Chapter 3: Defining the Project and Producing a Business Case Defining the Scope Managing expectations and avoiding disappointment Challenging the scope Understanding the dimensions of scope Being clear Prioritising Producing a Business Case Getting to grips with the basic contents Keeping the Business Case up to date Figuring out why you’re doing the project Understanding project justification Understanding benefits Writing the Business Case Complying with organisational standards Going Back to the Scope Getting to Grips with Techniques Calculating return on investment Understanding cost–benefit analysis Chapter 4: Knowing Your Project’s Stakeholders Managing Stakeholders Identifying stakeholders – the ‘who’ Analysing the stakeholders – the ‘where’ Understanding positions – the ‘why’ Deciding action – the ‘what’ Working with stakeholders – the ‘how’ Planning the work – the ‘when’ Handling Opposition Solving the problems Focusing on the common areas Understanding that you’re a threat Spotting facts and emotions Overriding the opposition Handling Multiple-Stakeholder Projects Getting multiple approvals Developing management strategies Part II: Building the Plans Chapter 5: Planning with Deliverables First Seeing the Logic of Product Planning Thinking ‘product’ before thinking ‘task’ Understanding the problems of an activity focus Knowing What a Product Is – and Isn’t Finding Good Product Names Using a Business Project Example Identifying the products Developing a sequence Defining the products Using a Structured Product List Unleashing the Power of the Work Flow Diagram Using the Work Flow Diagram for risk Using the Work Flow Diagram for control Using the Work Flow Diagram to show stages Using the Work Flow for progress reporting Getting a picture of the project Chapter 6: You Want This Project Done When? Moving From Products to Activities Having multiple tasks to build a product Listing the activities or tasks Drawing Up a First Activity Network Seeing how you build up an Activity Network Using the Work Flow Diagram Putting in the time durations Calculating the length of the project Understanding Float and Its Impact Identifying the Critical Path Watching the critical path Finding a split critical path Being More Precise with Dependencies Understanding dependency types Staying in touch with reality Thinking a bit more about sequences Working with the Activity Network Working back to meet end dates Avoiding backing into your schedule Going for Gantt Estimating Activity Durations Getting the best information Using estimating techniques Putting a health warning on estimates Chapter 7: Looking At Staff Resources Seeing Why You Need to Plan Staff Use Dealing with resource conflicts Making sure that people are available Monitoring use of staff on the project Matching People to Tasks Working out the skill sets and knowledge that you need on the teams Growing your people Developing a Skills Matrix Honing Your Task Duration Estimates Documenting your estimates Factors in activity timing and estimates Estimating required work effort Factoring in productivity Taking care with historical data Accounting for availability in estimates Smoothing the Resource Checking for resource conflict Resolving resource conflicts – the steps Co-ordinating assignments across multiple projects Chapter 8: Planning for Other Resources and Developing the Budget Determining Physical Resource Needs Identifying resource needs Understanding physical resources Thinking a bit more about timing Making Sense of Costs and Budgets Looking at different types of project costs Developing a project budget at three levels Refining your budget through the stages Creating a detailed budget estimate Avoiding drowning people in detail Chapter 9: Planning at Different Times and Levels Putting the Main Structure in Place Deciding on the stages Holding a stage gate Working with Planning Levels Drawing up new plans Keeping higher level plans up to date Planning at more than one level at once Chapter 10: Venturing into the Unknown: Dealing with Risk and Uncertainty Understanding Risks and Risk Management Seeing why you need risk management Managing, not necessarily avoiding, risk Keeping people informed Keeping risk in focus throughout the project Working Through the Risk Cycle Identifying risk Looking around for help Analysing risk Deciding risk handling Adding to or modifying plans as necessary Taking planned actions and monitoring risk Documenting Risk Risk Management Plan Risk Register Getting Some Help from Techniques Ishikawa (fishbone) diagram Work Flow Diagram Risk Checklist Decision Tree Part III: Putting Your Management Team Together Chapter 11: Organising the Project Designing the Project Organisation Structure Understanding that organisation is about roles not jobs Getting to grips with project roles Looking at the roles Deciding or influencing the structure Defining Three Organisational Environments The functional structure The projectised structure The matrix structure Chapter 12: Working With Teams and Specialists Working With Others Treading carefully Working with external suppliers Understanding Teams Distinguishing between authority, responsibility and accountability Comparing authority and responsibility Making Project Assignments Delving into delegation Sharing responsibility Holding people accountable when they don’t report to you Showing Roles with a Responsibility Assignment Matrix Introducing the elements of a Responsibility Assignment Matrix (RAM) Reading a RAM Ensuring your RAM is accurate Dealing with Micromanagement Realising why a person micromanages Helping a micromanager trust you Working well with a micromanager Chapter 13: Being an Effective Leader Practising Management and Leadership Understanding what makes a good leader Developing personal power and influence Knowing What Motivates, and also What Demotivates Taking a lesson from Fred Herzberg Understanding points of demotivation Ensuring that others are on board Developing Your Teams Defining your project operating processes Helping your teams become smooth-functioning units Harnessing conflict Stoking the Boilers Letting people know how they’re doing Motivating people when they leave Keeping your finger on the pulse Part IV: Steering the Project to Success Chapter 14: Tracking Progress and Staying in Control Understanding What Underpins Effective Progress Control Having a reliable plan Having clear and frequent milestones Having an effective reporting mechanism Harnessing Product Power for Progress Control Compiling a Work Checklist Getting visual with the Work Flow Diagram Monitoring at project, stage and Work Package levels Taking Action When Things Go Off Track Finding out why the project is off track Thinking about what you can do to get back on track Deciding what you’ll do Taking action Monitoring the effectiveness of the action Monitoring Work Effort and Costs Keeping an eye on work effort Follow the money: Monitoring expenditure Dealing with Change and Avoiding Scope Creep Understanding different types of change Looking at impacts – the four dogs Responding to change requests Eliminating scope creep – well, almost Chapter 15: Keeping Everyone Informed Looking Underneath Communications Failure Communications breakdown – the big project killer Communicating Effectively Distinguishing between one-way and two-way communication Can you hear me? Listening actively Choosing the Appropriate Medium Writing reports Meeting up Setting up a project website Making a business presentation Preparing a Project Communications Management Plan Identifying the communications Writing a Communications Management Plan Chapter 16: Bringing Your Project to Closure Staying the Course to Completion Thinking ahead about project closure Dealing with a crash stop Planning Closure Outlining closure activities Motivating teams to the finish line Providing a Good Transition for Team Members Reviewing the Project Beginning with the end in mind Recording project information Learning lessons – and passing them on Measuring benefits Planning for Things After the Project Part V: Taking Your Project Management to the Next Level Chapter 17: Managing Multiple Projects Talking the Talk Defining a programme Defining a portfolio Deciding on a Programme Understanding programme roles Fitting in with Programme Plans Mapping interdependencies by product Controlling a programme Managing a Portfolio Understanding the project implications Maintaining the portfolio Chapter 18: Using Technology to Up Your Game Using Computer Software Effectively Seeing what software you need Understanding where to use software Having Your Head in the Clouds Getting Really Good Stuff for Free Supporting Virtual Teams with Communication Technology Saving Time With Software Chapter 19: Monitoring Project Performance with Earned Value Management Understanding EVM Terms and Formulas Looking at a project example (1) Looking at a project example (2) Looking at a project example (3) Getting the three key figures Working with EVM Ratios Defining the Formulas of EVM Performance Descriptors Deciding What to Measure for EVM Part VI: The Part of Tens Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project What Are the Objectives of Your Project? Who Do You Need to Involve? What Results Will You Produce? What Constraints Must You Satisfy? What Assumptions Are You Making? What Work Has to Be Done? When Does Each Activity Start and End? Who Will Perform the Project Work? What Other Resources Do You Need? What Can Go Wrong? Chapter 21: Ten Tips for Writing a Convincing Business Case Starting with a Bang Spelling out the Benefits Clearly Pointing Out the Non-quantifiables Being Prudent Considering Three-point Estimating Making Sure Benefits Aren’t Features Avoiding Benefits Contamination Making Sure You Can Deliver Benefits Supplying Evidence or Referencing It Using Appendices Chapter 22: Ten Tips for Being a Better Project Manager Being a ‘Why’ Person Being a ‘Can Do’ Person Thinking about the Big Picture Thinking in Detail Assuming Cautiously Viewing People as Allies Not Adversaries Saying What You Mean, and Meaning What You Say Respecting Other People Acknowledging Good Performance Being a Manager and a Leader Cheat Sheet
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