| |
| |
| |
| Introduction to Project Management | |
| |
| |
| |
| The Need for Project Management | |
| |
| |
| |
| Project Management Terminology | |
| |
| |
| |
| Project Constraints | |
| |
| |
| |
| Key Objectives of Project Management | |
| |
| |
| |
| Quality Specifications | |
| |
| |
| |
| Deadlines | |
| |
| |
| |
| Cost Limitations (Constraints) | |
| |
| |
| |
| People Issues In Project Management | |
| |
| |
| |
| Achieving Low-Stress Project Management | |
| |
| |
| Skill Extra--Guidelines for Meetings that Work | |
| |
| |
| Clear Goals | |
| |
| |
| Length | |
| |
| |
| Frequency | |
| |
| |
| Location | |
| |
| |
| Attendance | |
| |
| |
| Size | |
| |
| |
| Preparation | |
| |
| |
| Accountability | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Change | |
| |
| |
| |
| External Forces That Drive Change | |
| |
| |
| |
| Effects of Change on the Project Manager | |
| |
| |
| |
| Individual Responses to Change | |
| |
| |
| |
| Reaction #1--Negative | |
| |
| |
| |
| Reaction #2--Accepting | |
| |
| |
| |
| Reaction #3--Inciting | |
| |
| |
| |
| Professional Survival in the Face of Change | |
| |
| |
| |
| Develop Awareness of External Factors | |
| |
| |
| |
| Recognize Cause-and-Effect Relationships | |
| |
| |
| |
| Take Creative Action | |
| |
| |
| |
| View Change as Positive | |
| |
| |
| |
| Organizational Approaches to Change | |
| |
| |
| |
| Urgent Change Management | |
| |
| |
| |
| Challenge 1--Bailout | |
| |
| |
| |
| Challenge 2--Poor Morale | |
| |
| |
| |
| Ongoing Change Management | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Leadership and Motivation | |
| |
| |
| |
| Project Managers as Leaders | |
| |
| |
| |
| Motivation Methods for Self | |
| |
| |
| |
| Vision | |
| |
| |
| |
| Borrowed Motivation | |
| |
| |
| |
| Motivation Methods for Others | |
| |
| |
| |
| Determine Task Preferences | |
| |
| |
| |
| Communicate Goals | |
| |
| |
| |
| Define Role in Success | |
| |
| |
| |
| Recognize Contributions | |
| |
| |
| |
| Invite Solutions | |
| |
| |
| |
| Artful Influence | |
| |
| |
| |
| Deferred Power | |
| |
| |
| |
| Met Needs | |
| |
| |
| |
| Internal Motivation | |
| |
| |
| |
| Effective Delegation | |
| |
| |
| |
| Accountability, Authority, and Autonomy | |
| |
| |
| |
| Accountability | |
| |
| |
| |
| Authority | |
| |
| |
| |
| Autonomy | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Communication | |
| |
| |
| |
| Meeting Project Communication Needs | |
| |
| |
| |
| Matching Communication Styles | |
| |
| |
| |
| Readers | |
| |
| |
| |
| Listeners | |
| |
| |
| |
| Exchangers | |
| |
| |
| |
| Movers | |
| |
| |
| |
| Manipulators | |
| |
| |
| |
| Viewers | |
| |
| |
| |
| Understanding the Communication Process | |
| |
| |
| |
| Elements of the Message Sent | |
| |
| |
| |
| Purpose | |
| |
| |
| |
| Body Language | |
| |
| |
| |
| Proxemics | |
| |
| |
| |
| Inflection | |
| |
| |
| |
| Elements Affecting the Message Received | |
| |
| |
| |
| Listening | |
| |
| |
| |
| Bias | |
| |
| |
| |
| Connotations | |
| |
| |
| |
| Appreciation | |
| |
| |
| |
| Reasons for Ineffectiveness | |
| |
| |
| |
| Chasms | |
| |
| |
| |
| Barriers | |
| |
| |
| |
| Noise | |
| |
| |
| |
| Gaining Access for Communication | |
| |
| |
| |
| Clues to Accessibility | |
| |
| |
| |
| Electronic Access Alternatives | |
| |
| |
| |
| Personal Time Accessibility | |
| |
| |
| |
| Ensuring "Appreciation" | |
| |
| |
| |
| Common Experience | |
| |
| |
| |
| Communication Skill | |
| |
| |
| |
| Constructive Attitude | |
| |
| |
| |
| Interactive Processing | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Teams | |
| |
| |
| |
| Recognizing the Need for Teams | |
| |
| |
| |
| Identifying Elements of Successful Teams | |
| |
| |
| |
| Knowledge | |
| |
| |
| |
| Skills | |
| |
| |
| |
| Attitude | |
| |
| |
| |
| Intimacy | |
| |
| |
| |
| Supportive Organizational Climate | |
| |
| |
| |
| Constructing the Team | |
| |
| |
| |
| Level A--The Design | |
| |
| |
| |
| Level B--The Foundation | |
| |
| |
| |
| Level C--The Natural Disaster | |
| |
| |
| |
| Level D--The Fabrication | |
| |
| |
| |
| Level E--The Inspection and Sign-Off | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Diversity | |
| |
| |
| |
| Multicultural Teams | |
| |
| |
| |
| The Danger of Assumptions | |
| |
| |
| |
| Communication Problems | |
| |
| |
| |
| Country of Origin | |
| |
| |
| |
| Language | |
| |
| |
| |
| Attitudes Towards Americans | |
| |
| |
| |
| Potential Issues in Diverse Work Teams | |
| |
| |
| |
| Respect | |
| |
| |
| |
| Conflict | |
| |
| |
| |
| Personal Space | |
| |
| |
| |
| Work Ethic | |
| |
| |
| |
| Speed of Business | |
| |
| |
| |
| Guidelines for a Constructive Diversity Climate | |
| |
| |
| |
| Hiring and Employee Retention | |
| |
| |
| |
| Needs and Goals | |
| |
| |
| |
| Racial and Sexual Harassment | |
| |
| |
| |
| Needs Assessment | |
| |
| |
| |
| Awareness Training | |
| |
| |
| |
| Advantage of Alternate Views | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Setting Goals and Securing Commitment | |
| |
| |
| |
| The Project Goal | |
| |
| |
| |
| Defining the Project Goal | |
| |
| |
| |
| Project | |
| |
| |
| |
| Goal | |
| |
| |
| |
| Goal Myopia--The Activity Trap | |
| |
| |
| |
| Developing Goal Statements | |
| |
| |
| |
| Define Goal Standards | |
| |
| |
| |
| Gain Consensus for Buy-In | |
| |
| |
| |
| Set Doable Expectations | |
| |
| |
| |
| Setting Budget Goals: Time and Money | |
| |
| |
| |
| Time Line | |
| |
| |
| |
| Cost Factors | |
| |
| |
| |
| Managing Goal Conflicts | |
| |
| |
| |
| Influence | |
| |
| |
| |
| Early Detection | |
| |
| |
| |
| Conflict Resolution | |
| |
| |
| |
| Guidelines For Resolving Conflict | |
| |
| |
| |
| Creating Goal Commitment | |
| |
| |
| |
| Securing the Commitment | |
| |
| |
| |
| Maintaining the Commitment | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Scheduling | |
| |
| |
| |
| Work Breakdown Structure (WBS) | |
| |
| |
| |
| Hierarchy of Work | |
| |
| |
| |
| Objectives | |
| |
| |
| |
| Tasks | |
| |
| |
| |
| Activities | |
| |
| |
| |
| Precedence Relationships | |
| |
| |
| |
| Technical Requirements | |
| |
| |
| |
| Safety and Efficiency | |
| |
| |
| |
| Policy or Preference | |
| |
| |
| |
| Availability of Resources | |
| |
| |
| |
| Scheduling Tools | |
| |
| |
| |
| Gantt Charts | |
| |
| |
| |
| PERT/CPM Networks | |
| |
| |
| |
| Activity-on-Nodes | |
| |
| |
| |
| Activity-on-Arrows | |
| |
| |
| |
| Application: Surprise Party Cake | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Network Analysis and Duration Estimating | |
| |
| |
| |
| Commitment | |
| |
| |
| |
| Example--Wiring for a New Plant | |
| |
| |
| |
| Example--New Millennium Enterprises | |
| |
| |
| |
| Duration Estimating | |
| |
| |
| |
| Duration versus Effort | |
| |
| |
| |
| Duration Estimating Techniques | |
| |
| |
| |
| Normal Duration | |
| |
| |
| |
| CPM Versus PERT | |
| |
| |
| |
| Calculating Project Duration | |
| |
| |
| |
| The Critical Path | |
| |
| |
| |
| Forward Pass | |
| |
| |
| |
| Methods to Identify the Critical Path | |
| |
| |
| |
| Optimizing the Plan | |
| |
| |
| |
| The Need to Meet External Deadlines | |
| |
| |
| |
| The First Line of Defense: Relieve the Critical Path | |
| |
| |
| |
| The Second Line of Defense: Sharpen Your Pencil | |
| |
| |
| |
| The Third Line of Defense: Crashing Activities | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Resource Management | |
| |
| |
| |
| The Human Resource | |
| |
| |
| |
| The Human Resource Challenge Today | |
| |
| |
| |
| Direction | |
| |
| |
| |
| Guidance | |
| |
| |
| |
| Support | |
| |
| |
| |
| Encouragement | |
| |
| |
| |
| Cost of the Human Resource | |
| |
| |
| |
| Salaries | |
| |
| |
| |
| Benefits | |
| |
| |
| |
| Fees and Cost of Hiring | |
| |
| |
| |
| Time to Manage | |
| |
| |
| |
| The Capital Resource | |
| |
| |
| |
| Elements of Cost | |
| |
| |
| |
| Direct Cost | |
| |
| |
| |
| Indirect (Fixed) Cost | |
| |
| |
| |
| Duration and Cost | |
| |
| |
| |
| Activity Crashing | |
| |
| |
| |
| Criteria for Selecting Activities to Crash | |
| |
| |
| |
| Time/Cost Tradeoff Analysis | |
| |
| |
| |
| Optimum Duration | |
| |
| |
| |
| Managing the Resource Profile | |
| |
| |
| |
| Profile Management Tools | |
| |
| |
| |
| Slack and Float | |
| |
| |
| |
| Backwards Pass | |
| |
| |
| |
| Time-Scaled Networks | |
| |
| |
| |
| Resource Leveling Methods | |
| |
| |
| |
| The Final Plan | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Project Control | |
| |
| |
| |
| Project Control - What Is It? | |
| |
| |
| |
| Purposes of Project Control | |
| |
| |
| |
| Identify Problems | |
| |
| |
| |
| Detecting Problems | |
| |
| |
| |
| Solving Problems | |
| |
| |
| |
| Guidelines for Problem Solving in Groups | |
| |
| |
| |
| Getting Back on Track | |
| |
| |
| |
| Approaches to Project Control | |
| |
| |
| |
| Dogmatic Approach | |
| |
| |
| |
| Laid-Back Approach | |
| |
| |
| |
| Pragmatic Approach--A Healthy Blend | |
| |
| |
| |
| Accountability--Different Strokes | |
| |
| |
| |
| Project Control Process | |
| |
| |
| |
| Communication | |
| |
| |
| |
| Participation | |
| |
| |
| |
| Analysis | |
| |
| |
| |
| Action | |
| |
| |
| |
| Commitment | |
| |
| |
| |
| Example - Resolving a Project Problem | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| |
| Project Control Techniques | |
| |
| |
| |
| Periodic Control Techniques | |
| |
| |
| |
| The Project Meeting--Tracking and Control | |
| |
| |
| |
| The "Official" Project Log | |
| |
| |
| |
| The Personal Project Log | |
| |
| |
| |
| Tracking Charts | |
| |
| |
| |
| Project Reporting | |
| |
| |
| |
| Informing Stakeholders | |
| |
| |
| |
| Creating Gantt Charts | |
| |
| |
| |
| Summary Reports | |
| |
| |
| |
| Reports to Help Stay on Track | |
| |
| |
| |
| Report Meetings | |
| |
| |
| |
| Preventive Control Techniques | |
| |
| |
| |
| Find Potential Problems | |
| |
| |
| |
| Keep the Commitment Alive | |
| |
| |
| |
| Manage Your Time | |
| |
| |
| |
| Set Priorities | |
| |
| |
| |
| Avoid Time Killers | |
| |
| |
| |
| Delegate | |
| |
| |
| |
| Cost Control | |
| |
| |
| |
| Key to Cost Control | |
| |
| |
| |
| Methodology | |
| |
| |
| |
| Phases of Cost | |
| |
| |
| |
| Control of Spending | |
| |
| |
| Chapter Summary | |
| |
| |
| Chapter Questions | |
| |
| |
| Project Challenge: Applying What You Know | |
| |
| |
| Interview with an Expert | |
| |
| |
| Epilogue | |
| |
| |
| Appendices | |
| |
| |
| |
| References | |
| |
| |
| |
| Software Packages for Project Management | |
| |
| |
| |
| Project Management Organizations | |
| |
| |
| |
| Recommended Reading | |
| |
| |
| Index | |