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Preface | |
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Introduction and Overview | |
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Overview of Project Management | |
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The Need for Shared Understanding | |
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The Authority for Project Management | |
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Definition of a Project | |
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Project Stakeholders | |
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Definition of Project Management | |
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Project Constraints | |
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The Project Life-Cycle | |
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The Project Management System | |
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A Model for Managing Projects | |
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Does One Size Fit All? | |
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Overview of the Model | |
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Project Planning | |
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General Aspects of Project Planning | |
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An Introduction to Project Planning | |
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The Project Notebook | |
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Planning: Developing the Project Mission, Vision, Goals, and Objectives | |
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Deciding What Must Be Done: Defining Your Mission, Vision, Goals, and Objectives | |
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A Point about Definitions | |
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Establishing Priorities | |
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The Priority Matrix | |
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Planning Project Strategy | |
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Planning Project Strategy and Strategic Planning | |
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Conducting the Analyses | |
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Formulating Project Strategy | |
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Conducting a SWOT Analysis | |
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Implementation Planning | |
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Developing and Using the Work Breakdown Structure | |
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Project Scheduling | |
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Developing a Project Schedule | |
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So How Is It Done? | |
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Schedule Computations | |
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An Example | |
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Scheduling with Resource Constraints | |
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The Assumption of Unlimited Resources | |
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Scheduling with PERT | |
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PERT Compared with CPM | |
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Empirical Frequency Distributions | |
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PERT System of Three Time Estimates | |
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PERT Computations | |
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Estimating Probability of Scheduled Completion | |
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Using PERT | |
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Project Control and Evaluation | |
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Principles of Project Control and Evaluation | |
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Control and Evaluation Principles | |
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Project Reviews | |
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Process Reviews | |
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Project Evaluation | |
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Characteristics of a Project-Control System | |
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Project Control Using Earned-Value Analysis | |
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Using Variance or Earned Value Analysis in Project Control | |
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Variance Analysis Using Spending Curves | |
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Examples of Progress Tracking Using Spending Curves | |
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Refining the Analysis | |
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The Need For All Three Measures | |
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Progress Payments and Earned-Value Analysis | |
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Some Background on Progress Payments | |
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Just What Are Progress Payments? | |
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Progress Payments and the Earned-Value (C/SCSC) Concept | |
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In Summary | |
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Project Change Control | |
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The Need for Change Control | |
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The Change Control Process | |
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Causes of Project Success and Failure | |
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Defining Project Success and Failure | |
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Other Perspectives | |
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Deliverables, Results, and Expectations | |
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Research Findings | |
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Targets and Variation | |
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Causes of Project Failure | |
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The High Cost of Project Failure | |
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Managing Project Risks | |
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Threats versus Risks | |
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Quantifying Risks and Threats | |
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The Risk Probability Number | |
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Developing Contingency Plans | |
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Project Management Approach as a Function of Risk | |
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Conclusion | |
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Other Issues in Project Management | |
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Sociotechnical Systems and Project Organization | |
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Traditional Project Organization | |
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Working Premises of this Chapter | |
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Sociotechnical Systems Design of Project Organizations | |
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A Final Caution | |
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Profiling the World-Class Project Management Organization | |
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Chapter Summary | |
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What is a World-Class Project Management Organization? | |
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A Taxonomy of Projects | |
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A Classification of Project Managers | |
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Job Functions and Tasks for Project Management | |
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Competency Profile of the World-Class Project Manager | |
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Skill Profile of the World-Class Project Manager | |
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Improving Your Communication Skills | |
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Self-Concept | |
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Effective Listening | |
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Speaking Clearly | |
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Dealing with Anger | |
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Self-Disclosure | |
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Content and Relationship | |
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Metacommunication | |
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Punctuation of Communication | |
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Conditions Required for Effective Communication | |
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Sensory Preferences and Communications | |
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The Importance of the Representational Systems | |
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Managing Business-to-Business Marketing and Communication Projects Successfully | |
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Introduction | |
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The Base-up system | |
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The Brief | |
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The Audit | |
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Strategy | |
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Execution | |
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Follow-Up | |
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Project Management in a Creative Environment | |
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Introduction | |
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Working with Creative People | |
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Managing Creative People | |
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Managing Creative Projects | |
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Conclusion | |
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The Need for Systems Thinking in Project Management | |
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Linear versus Systems Thinking | |
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The Language of Managing | |
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Control in Relationships | |
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Conflict in Management | |
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Thinking in Systems Terms | |
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Understanding Systems Thinking | |
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What Is a System? | |
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Anticipation | |
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Positive Feedback | |
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Building Complex Systems | |
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How to Apply Systems Thinking in Managing Projects | |
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Fixes That Fail | |
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Levels of Understanding | |
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The Tragedy of the Commons | |
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Limits to Growth | |
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Shifting the Burden | |
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Problem Solving in Projects | |
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Fundamental Concepts of Problem Solving | |
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Decisions versus Problems | |
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Open- and Close-Ended Problems | |
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Solving Close-Ended Problems | |
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Using the Scientific Method to Define Problems | |
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Solving Close-Ended Problems with Problem Analysis | |
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Solving Open-Ended Problems | |
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Problem Solving through Creative Analysis | |
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Redefinitional Procedures | |
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The Goal Orientation Technique | |
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The Successive Abstractions Technique | |
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Analogy and Metaphor Procedures | |
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Wishful Thinking | |
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Nonlogical Stimuli | |
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Boundary Examination | |
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Reversals | |
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Managing Decision Making in Project Teams | |
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The Dilemma-Individual or Team Decision? | |
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The Nature of Decisions | |
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Decision-Making Guidelines | |
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The Effect of Time on Decision Approaches | |
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What Is Consensus? | |
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Avoiding False Consensus and Groupthink | |
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Developing Project Managers | |
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The Need for Development | |
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Skills Needed by Project Managers | |
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What Is Most Important? | |
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Personal Characteristics of Project Managers | |
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Noncredit Training in Project Management | |
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Foreign Language Training | |
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Putting It All To Work on the Job | |
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Resources and References | |
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Checklists for Managing Projects | |
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Project Planning | |
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Project Execution | |
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Software Quality | |
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Project Change Procedure | |
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Software Installation and Conversion | |
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Working Conditions | |
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Resources for Project Managers | |
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Glossary | |
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References and Suggested Reading | |
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Index | |