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| Introduction to the Second Edition | |
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| Project Management Foundations | |
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| The Core Concepts | |
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| Project Management Vocabulary | |
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| Why Project Management? | |
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| Classic Functions of Project Management | |
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| Processes in the Life of a Project | |
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| Knowledge Areas | |
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| Initiating | |
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| Defining and Authorizing the Project | |
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| The Role of Stakeholders in the Authorization Process | |
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| The Business Case for Undertaking the Project | |
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| The Goal Breakdown Structure | |
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| Project Charter | |
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| Planning | |
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| Collecting Requirements and Defining Scope | |
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| The Five Processes of Project Scope Management | |
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| Collecting Requirements | |
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| Creating a Scope Statement | |
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| Example Scope Document | |
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| Creating a Work Breakdown Structure | |
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| The Work Breakdown Structure Is an Outline | |
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| Considerations in Creating Work Breakdown Structures | |
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| The Work Breakdown Structure Is a Validation Tool | |
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| Work Breakdown Structures Are Flexible | |
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| Techniques in Creating Work Breakdown Structures | |
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| Verifying Scope | |
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| Controlling Scope | |
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| Defining and Sequencing Activities | |
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| Defining Activities | |
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| Sequencing Activities Using Network Diagrams | |
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| Identifying Dependencies Between Activities | |
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| Defining Activity Relationships | |
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| Sample Network Diagram | |
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| Estimating Activities | |
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| Using the Work Breakdown Structure | |
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| Steps in Estimating Activities | |
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| Estimating Methods | |
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| Guidelines for Estimating | |
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| Considering Risk in Estimating: Using Three-Point Estimates | |
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| Precision of Estimates | |
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| Duration-Based vs. Resource-Based Estimates | |
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| Building Contingency in Estimates | |
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| Improving Estimates over Time | |
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| Scheduling Activities | |
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| Scheduling Activity Dates | |
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| Project Float | |
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| Accelerating Project Schedules | |
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| Identifying Resources and Budgets | |
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| Identifying Resources | |
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| Balancing Resources | |
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| Creating a Project Budget | |
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| Compiling the Major Components of a Project Plan | |
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| Project Charter | |
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| Project Scope Statement | |
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| Schedule Plan | |
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| Resource Utilization Plan | |
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| Budget Plan | |
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| Milestone Plan | |
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| Organization Plan | |
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| Risk Management Plan | |
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| Communication Plan | |
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| Executing, Monitering, and Controlling | |
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| Executing Projects | |
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| Project Kick-Off Meeting | |
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| Project Control | |
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| Project Meetings | |
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| Project Control Process | |
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| Monitoring Project Work | |
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| Collecting Project Information | |
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| Schedule Importance | |
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| Labor Hours | |
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| Data Analysis | |
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| Change Control | |
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| Sources of Change | |
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| Monitoring and Controlling Projects | |
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| Establishing a Project Baseline as a Control Point | |
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| Measuring Performance: Earned Value Analysis | |
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| Leading and Directing Project Teams | |
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| Leading Others | |
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| Directing Others | |
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| Managing Others | |
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| Conducting Meetings | |
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| Interviewing Others | |
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| Managing Risk | |
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| Identifying Risk | |
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| Assessing and Prioritizing Risk | |
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| Responding to Risk | |
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| Acting on the Response Plan | |
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| Closing | |
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| Closing a Project | |
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| Project Closure: The Final Process | |
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| Ensuring Project Requirements Are Met | |
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| How Projects Can End | |
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| Administrative Closure | |
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| Contractual Closure | |
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| Initiating Project Closure | |
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| Lessons Learned | |
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| Finance and Administration Records | |
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| Performance Reporting | |
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| Staff Release | |
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| Learning Resources | |
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| Glossary | |
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| Index | |