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| Acknowledgments | |
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| Preface | |
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| Setting Up the Project Management Operation | |
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| About Projects and Project Management | |
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| Organizing for Project Management | |
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| Does Your Company Need a CPO? | |
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| Implementing a Computer-based Project Management Capability | |
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| Getting Started | |
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| Project Initiation Techniques | |
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| Do You Weebis? Clarifying WBS, OBS, and RBS | |
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| Project Life Cycles | |
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| Scheduling | |
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| Critical Path Scheduling | |
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| Critical Path, Critical Chain, and Uncertainty: Exploring Concepts of Shared Contingency | |
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| Estimating Task Durations | |
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| How Important Are Schedules and Time Compression? | |
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| Practical Scheduling | |
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| Resource and Workforce Management | |
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| An Overview of the Different Elements of Resource Management | |
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| Role-based Needs for Managing Resources in a Project-driven Organization | |
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| Resource Leveling and Games of Chance | |
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| Practical Resource Scheduling | |
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| Budgeting and Cost Control | |
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| Concepts and Issues of Project Budgeting and Cost Control | |
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| Software Support for Cost Management | |
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| Risk Management and Contingency | |
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| Using and Managing Contingency | |
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| Risk Management for the Sigmaphobic: Managing Schedule, Cost, and Technical Risk and Contingency | |
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| Some Computer-based Approaches to Schedule Risk Analysis | |
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| Maintaining the Plan | |
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| Change Control and Scope Management | |
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| Real-time Status versus Period Data | |
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| Automatic Project Management: A Classic Oxymoron | |
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| Performance Measurement | |
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| Measuring the Value of Work Accomplishment | |
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| Project Portfolio Management | |
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| Defining and Implementing Project Portfolio Management | |
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| Bridging the Gap between Operations Management and Projects Management: The Important Role of Project Portfolio Management | |
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| Project Selection and Risk: Risk Management Is an Essential Part of Project Portfolio Management | |
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| Project Management, Enterprise Project Management, and Enterprise Resource Planning | |
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| The Search for Automated, Integrated, Enterprise-wide Project Management: Minnesota Smith and the Temple of Unrealized Dreams | |
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| Integrating PM and ERP | |
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| Project Management and Professional Services Automation | |
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| Defining the PSA Market | |
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| Building PSA Solutions | |
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| Tools of the Trade | |
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| A Simplified and Balanced Approach to PM Software Selection | |
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| New Names for Old Games: Rebadging Sound and Proven PM Concepts | |
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| The e Revolution: Collaboration Services, B2B, Gateways | |
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| Making Project Management Work | |
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| Implementing Project Management: Commitment and Training Ensure Success | |
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| Making Project Communication Work: Everything You Need to Know about Project Communication | |
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| Why Project Management Implementation Programs Fail | |
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| Teams, Task Forces, and Bureaucrats | |
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| The Psychological Contract: How to Stimulate Initiative and Innovation in Any Organization | |
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| Shared Rewards | |
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| Index | |