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| Project Management Power | |
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| Projects, Projects Everywhere | |
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| Why You Need a New Project-Oriented Outlook | |
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| All Projects Are Work, but Not All Work Is a Project | |
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| Above and Beyond the Ordinary Work | |
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| If It's Not a Project, It's Just Plain Work | |
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| A Balance Among Time, Resources, and Results | |
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| How Can You Tell a Project When You See One? | |
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| They're Not Always Created Equal | |
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| How Many Projects Are You Responsible For? | |
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| All Projects Great and Small | |
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| The Next Step | |
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| The Least You Need to Know | |
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| The Process That Works | |
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| Why Do You Need to Learn About Project Management? | |
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| What Is Project Management All About? | |
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| Putting You in Charge | |
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| Okay, but Does It Really Work? | |
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| It's Not Perfect, but It Sure Helps | |
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| Tools for Modern Times | |
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| All Projects Mundane and Marvelous | |
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| Can Project Management Help You? | |
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| The Five Phases of the Project Management Process | |
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| A Rose by Any Other Name | |
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| Getting Familiar with the Phases | |
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| Initiating | |
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| Planning | |
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| Executing | |
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| Controlling | |
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| Closing | |
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| How the Project Phases Work Together | |
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| Not Just the Same Old Routine | |
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| The Least You Need to Know | |
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| The Rules of the Project Game | |
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| Project Failure--The Reasons Are Simple | |
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| 12 Golden Rules of Project Management Success | |
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| Thou Shalt Gain Consensus on Project Outcomes | |
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| Thou Shalt Build the Best Team You Can | |
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| Thou Shalt Develop a Comprehensive, Viable Plan and Keep It Up-to-Date | |
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| Thou Shalt Determine How Much Stuff You Really Need to Get Things Done | |
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| Thou Shalt Have a Realistic Schedule | |
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| Thou Shalt Not Try to Do More than Can Be Done | |
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| Thou Shalt Remember that People Count | |
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| Thou Shalt Gain the Formal and Ongoing Support of Management and Stakeholders | |
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| Thou Shalt Be Willing to Change | |
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| Thou Must Keep People Informed of What You're Up To | |
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| Thou Must Be Willing to Try New Things | |
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| Thou Must Become a Leader | |
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| You Can Do It! | |
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| Keep Your Eyes on the Prize | |
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| The Least You Need to Know | |
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| You? A Project Manager? | |
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| The Accidental Project Manager | |
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| Dealing with Dual Responsibilities | |
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| What Do You Need to Do? | |
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| Learn to Plan and Act | |
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| You Must Be a Manager and a Leader | |
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| Focus on the Project's End | |
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| The Leadership Roles of the Project Manager | |
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| Interpersonal Roles | |
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| Informational Roles | |
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| Decisional Roles | |
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| The Six Traits of Good Project Managers | |
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| Enthusiasm for the Project | |
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| The Ability to Manage Change Effectively | |
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| A Tolerant Attitude Toward Ambiguity | |
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| Team Building and Negotiating Skills | |
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| A Customer-First Orientation | |
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| Adherence to the Priorities of Business | |
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| Be the Best You Can Be | |
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| The Least You Need to Know | |
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| The Project Initiation Phase | |
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| Identifying Projects That Are Worth Doing | |
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| The First Step in Project Initiation: Deciding What to Do | |
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| First Things First: Learning to Prioritize Projects | |
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| Not Every Project Is Worth Doing | |
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| Telling Good from Bad | |
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| Eight Steps to Determine the Most Important Projects | |
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| So, How Will It All Get Done? | |
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| The Least You Need to Know | |
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| Scoping Out the Goals for a Project | |
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| Why Bother with the Goals? I Know What I Want to Do! | |
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| Clear Project Goals Make Sense to Everyone | |
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| Six Criteria for Setting Great Goals | |
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| Goals Must Be Specific | |
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| Goals Must Be Realistic | |
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| Goals Must Have a Time Component | |
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| Goals Must Be Measurable | |
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| Goals Must Be Agreed Upon | |
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| Responsibility for Achieving the Goals Must Be Identified | |
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| Establishing Goals Step-by-Step | |
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| Seeing Eye to Eye | |
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| Objectives and Your Project | |
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| Project Scope | |
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| The Least You Need to Know | |
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| Understanding Risks and Constraints | |
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| Look at the Upside and the Downside | |
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| Risky Business | |
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| Break It Apart to Make It Doable | |
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| Constraints | |
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| The Budget | |
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| The Schedule | |
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| The People | |
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| The Real World | |
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| Facilities and Equipment | |
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| Acts of God | |
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| Managing Risks and Constraints | |
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| The Least You Need to Know | |
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| Building a Project Team | |
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| The Project Team: Diversity and Skills | |
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| The Core Team Members--Who Are They? | |
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| The Other Team Members--Who Are They? | |
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| Where Will the People Come From? | |
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| Your Own Staff and Other People from Your Department | |
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| Staff from Other Departments | |
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| Contracting with Consultants, Outside Vendors, or Temporary Agencies | |
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| Hiring and Training New Staff | |
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| Individual Contributors Versus Team Players | |
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| The Team Players | |
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| Building the Best Team with What You Have Available | |
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| Choose Me! | |
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| Putting Your Best Foot Forward | |
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| What About Next Time? | |
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| The Least You Need to Know | |
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| The Project Planning Phase | |
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| The Breakdown of Tasks: What Really Needs to Be Done? | |
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| The All-Important Task | |
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| Tasks: What Exactly Are They? | |
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| A Tisket, a Task | |
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| Over and Over Again | |
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| The Work Plan and Your Project | |
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| Five Steps to the Work Plan | |
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| The WBS | |
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| Levels and the WBS | |
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| Plumbing the Depths | |
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| Dividing the WBS | |
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| The Least You Need to Know | |
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| The Network Diagram: A Map for Your Project | |
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| What's a Network Diagram? | |
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| Why Do I Need a Network Diagram? | |
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| The WBS and the Network Diagram | |
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| Precedence Relationships in a Project Network | |
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| How It Works: Symbols and Conventions | |
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| Diagramming the Relationships | |
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| Five Steps to Create a Network Diagram | |
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| List the Tasks Using the Task List of the WBS | |
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| Establish the Interrelationships Between the Tasks | |
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| Identify the Milestones You Want to Specify | |
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| Layout the Tasks and Milestones as a Network | |
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| Review the Logic of the Network | |
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| Complex Time Relationships for Critical Projects | |
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| When Is Enough Enough? | |
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| Slaying the Goliaths of Project Networks | |
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| When Is a Network a Waste of Time? | |
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| Three Major Network Methods and Others You May Encounter | |
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| Circles or Boxes? Who Cares? | |
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| AOA and AON | |
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| Tried and True Networks | |
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| The Least You Need to Know | |
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| Getting Who and What You Need: People, Supplies, and Other Stuff | |
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| From Core Team to Complete Team | |
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| The Seven Resources You Need | |
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| Three More Things to Consider | |
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| People First, Please | |
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| Three Questions to Ask About the People You Need | |
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| Matching Skills to Tasks on the WBS | |
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| A Skills Inventory Can Help | |
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| Call on Your Contacts and Supplier Networks, Too | |
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| A Lifesaver After the Project Starts | |
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| The Best of the Best: Making Your Selections | |
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| Sometimes You Have to Compromise | |
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| Planning for Outside Vendors and Suppliers | |
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| Talking Turkey | |
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| Snakes and Consultants | |
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| Choosing the Outside Sources and Suppliers | |
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| The Ghost in the Machine | |
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| Don't Skimp on the Team's Needs | |
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| From the Plan to the Stuff | |
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| The Least You Need to Know | |
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| Project Start to Finish--Establishing the Time to Get Things Done | |
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| The Schedule or the Budget: Which Is First? | |
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| The Schedule Synchronizes the Project | |
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| Estimating Time: Your Best Guess at Effort and Duration | |
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| Who You Gonna Call? | |
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| Representative Team Members for Each Part of the Project | |
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| Outside Vendors and Service Agencies | |
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| Experienced Managers or Experts | |
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| Management and Other Project Stakeholders | |
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| Weighing the Risk | |
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| Best Case and Worst Case--Compromising Between the Two | |
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| The Confidence Factor | |
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| Details, Details | |
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| Putting It Down on Paper | |
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| Schedule Charting Pros and Cons | |
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| More on Gantt Charts | |
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| Scheduling on the Network Diagram | |
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| Revisions and the Schedule | |
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| Learning Takes Time | |
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| The Heat Is On | |
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| Team Member Estimate Errors | |
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| Dictate Doesn't Mean Doable | |
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| The Just-In-Time Strategy for Scheduling Resources | |
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| The Least You Need to Know | |
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| The Steps to the Critical Path | |
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| The Scheduling Assumptions for Your Project | |
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| Estimating the Time to Complete Tasks Based on Available Resources | |
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| How to Determine the Critical Path on Any Project | |
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| Critical Path and Critical Tasks | |
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| Float | |
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| Establishing the Critical Path | |
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| Critical Path: Myth or Reality? | |
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| Use the Critical Path Worksheet to Calculate Path and Float | |
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| Calculate the Dates on the Calendar | |
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| Normalizing the Schedule | |
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| Loading Up and Leveling Out | |
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| Options for Adjusting the Schedule | |
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| Adjusting a Schedule to Meet a Forced Deadline | |
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| Chart the Final Schedule and See If It Works | |
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| The Least You Need to Know | |
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| Budgeting Options for Your Projects | |
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| The Four Horsemen of the Project Apocalypse | |
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| Developing Budgeting Skills | |
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| Building a Budget | |
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| Types of Budgeting Methods | |
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| Bottom-Up Budgeting | |
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| Top-Down Budgeting | |
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| Refining the Budget | |
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| Stuffing the Pillow with Money | |
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| A U.S. Coast Guard Idea Perfect for Projects | |
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| Master Budget Control | |
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| Removing the Lid from the Pressure Cooker | |
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| The Bottom Line | |
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| The Least You Need to Know | |
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| Putting It All Together: The Approved Plan | |
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| Reasons to Plan in the First Place | |
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| Putting It All Together | |
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| Who Should Write the Project Plan? | |
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| Create the Plan Yourself and Have It Reviewed | |
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| Construct the Plan with the Key Players | |
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| Break the Project Into Subprojects and Plan Accordingly | |
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| From Plan to Approval | |
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| When the Planning Phase Terminates a Project | |
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| Other Issues That Can Sink a Plan | |
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| Uncertainty and Risk--What Level Is Acceptable? | |
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| The Reality Check Before Approval | |
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| Checking It Twice | |
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| "Let's Synchronize Our Watches..." | |
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| Getting the Plan Approved | |
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| A Presentation of Project Priorities | |
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| Presenting Your Plan as an Outsider | |
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| Approval at Last | |
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| Bringing a Delayed Plan Back to Life | |
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| From Plan to Action, Finally | |
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| The Least You Need to Know | |
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| The Executing Phase | |
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| Getting Started on the Right Track | |
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| The Great Leap Forward | |
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| Always Get Your Own Act Together First! | |
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| Are You Ready? | |
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| Do It Now and Do It Right | |
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| The Formal Kickoff | |
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| It's a Go | |
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| Between Kickoff and Team Meeting: Use the Time Wisely | |
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| The First Project Meeting | |
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| One-on-Ones: The Individual Starting Events | |
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| Step Up or Flub Up? | |
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| Information Everyone Needs to Get Started | |
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| More Things People Need to Know | |
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| Avoid the Floating Start Date | |
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| The Least You Need to Know | |
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| Leadership and You: Taking the Bull by the Horns | |
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| Going from Planner to Project Manager | |
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| The Importance of Establishing Your Leadership | |
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| Wearing the BIG Shoes | |
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| A Style That Gets the Job Done | |
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| How to Be a Leader | |
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| Taking the Reins Through Communication | |
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| Good Communication from a Real Leader | |
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| Taking the Reins Through Visibility | |
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| Use MBWA (Management by Walking Around) | |
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| Avoid Management Fads | |
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| Leading a Technical Project When You Don't Have Expertise | |
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| Being All Things to All People | |
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| The Leader in Times of Crisis | |
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| The Least You Need to Know | |
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| What an Organization | |
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| Whose Team Is This? | |
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| No Easy Task, but Someone Has to Organize These Guys | |
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| Making Sure Everyone Is on the Same Train | |
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| The Human Drama--Personality, Politics, and Corporate Culture | |
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| The Proud, The Few, The Project Team | |
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| On Becoming a Team--The Basic Ways to Organize People | |
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| The Functional Project Organization | |
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| The Pure-Project Organization | |
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| The Matrix Organization | |
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| The Mixed Organization | |
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| Which Structure Should You Use? | |
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| What If You Need Someone Else? | |
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| Working with the Outsiders | |
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| Managing Outside Resources | |
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| The Care and Feeding of the Off-Site Team | |
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| The Problem of Imposed Team Organizations | |
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| Focus on the Launch | |
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| The Least You Need to Know | |
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| Operating Guidelines: Setting Up to Get Things Done | |
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| The Things That Need to Get Done | |
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| Formal and Informal Ways to Tell What's Going On | |
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| Keep in Touch | |
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| Start with the Open Door Policy | |
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| Establish an Environment of Motivation | |
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| Informal Meetings and One-on-Ones | |
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| Administrative Procedures That Won't Hurt | |
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| The Reports You May Need | |
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| Simple Forms to Create Useful Reports | |
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| Every Report Needs a Purpose | |
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| Ask One Final Question Before You Start | |
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| Every Report Needs an Audience | |
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| Overdoing It | |
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| Dear Diary--Do You Need One? | |
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| Keeping People Up-to-Date | |
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| The Bottom Line | |
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| The Least You Need to Know | |
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| Making Your Communications Count | |
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| The Advantages and Disadvantages of Various Communications | |
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| Selecting the Best Medium for Your Message | |
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| Developing Effective Messages | |
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| Listening Is Part of Communicating | |
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| You Are Responsible for What Other People Hear | |
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| The Least You Need to Know | |
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| The Controlling Phase | |
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| Monitoring and Control: Keeping on Top of Schedules and Expenses | |
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| Taking Charge and Getting Control | |
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| Control Is a Good Thing | |
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| Success Criteria for Project Control | |
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| What Should You Monitor? | |
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| What Monitoring Should Accomplish | |
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| Getting a Handle on Project Status | |
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| Make Status Reports Useful | |
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| Compare, Compare, Compare | |
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| The Project Review Meeting as a Control Process | |
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| The Project Audit | |
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| Monitoring and Controlling the Budget | |
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| Why Status Reports Don't Tell the Whole Story | |
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| Using Information from the Project Team | |
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| Information from Other Sources | |
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| Employing a Guru for Guidance | |
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| What's Really Going On? | |
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| Quality and Goal Assessment | |
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| Putting It All Together | |
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| Updating the Project Plan | |
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| The People Side of Things | |
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| Clue 'Em In | |
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| The Least You Need to Know | |
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| Conflicts: Resolving and Benefiting from Them | |
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| Questions to Ask to Scope Out the Issue | |
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| Conflicts Are Inevitable in Projects | |
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| The Four Kinds of People Conflicts | |
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| Goal Incompatibility | |
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| Lack of Task Focus | |
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| Administrative Procedures | |
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| Role Uncertainty | |
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| Technical Uncertainty | |
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| Staffing and Resource Allocation | |
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| Budgets and Costs | |
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| Schedules | |
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| Personality Clashes | |
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| Conflicts Are Strongest at Project Initiation | |
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| Ignore It or Solve It? What Should You Do? | |
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| Resolving Conflicts: The Five Options | |
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| Decide on the Best Approach | |
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| Provide What's Needed | |
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| Work It Out | |
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| Know When to Ignore It | |
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| Employ Brute Force | |
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| Conflicts Aren't Always Negative | |
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| The Least You Need to Know | |
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| Changes, Changes, and More Changes | |
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| Managing Change Is Part of Control | |
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| The Battle Cry of Change: Flexibility | |
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| The Marriage of Review and Change | |
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| Slacking Off and Padding the Fall | |
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| The Rules of Change | |
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| Meddlers Beware! | |
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| Communicate with Everyone! | |
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| Change and Conflict Go Hand-in-Hand | |
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| Darwin and the Origin of Species | |
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| Understanding and Estimating the Impact of Changes | |
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| The Steps for Measuring and Accommodating Change | |
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| Comparing Changes with Trade-Off Analysis | |
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| Use the Zero-Based Budget Approach | |
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| Sometimes Quitting Is the Only Choice | |
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| Kerzner's Proverbs | |
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| Changing Your Hours to Stay Sane | |
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| People Predictably Resist Change | |
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| Frank and Open Discussion | |
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| Dwell on the Positive, But Don't Cover Up the Negative | |
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| Spell Out the Details | |
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| Assure Team Members of Your Support | |
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| The Least You Need to Know | |
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| When Push Comes to Shove, You Can Always Negotiate | |
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| The Three Sides of the Negotiating Table | |
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| What Will You Negotiate For? | |
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| Negotiations of All Sizes | |
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| Centering | |
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| The Other Side | |
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| Who Has What? | |
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| What to Do | |
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| Negotiating Step By Step | |
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| Get It in Writing! | |
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| A Room with a View | |
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| Negotiating Over Lunch | |
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| Negotiating on the Phone | |
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| Negotiating Electronically | |
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| The Least You Need to Know | |
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| Common Project Problems: Get Them Before They Get You | |
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| The Floating Start Date | |
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| There's Not Enough Time for Everything | |
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| Too Many Reports and Not Enough Communication | |
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| They Always Need It Faster | |
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| The 90-Percent-Done Syndrome | |
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| The Never-Ending Story of the Reorganization | |
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| Moving Target Objectives | |
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| The Key Person Always Quits | |
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| Costs Spiral Out of Control | |
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| The Staff Has More Enthusiasm Than Talent | |
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| The Impossible Remains Impossible | |
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| Politics, Politics, and More Politics | |
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| Dopey Fads Mandated by the Boss | |
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| A Parable of Last Resort | |
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| A Bag of Tricks | |
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| The Least You Need to Know | |
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| The Closing Phase | |
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| Will the Last One Out Please Turn Off the Lights | |
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| Is There Life After Project Termination? | |
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| Why Is a Closing Phase Necessary? | |
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| Closing a Small Project | |
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| Closing a Large Project | |
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| Under the Microscope, Again | |
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| Project Shutdown | |
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| Three Ways to Deep-Six a Workforce | |
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| Inclusion | |
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| Integration | |
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| Extinction | |
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| Give It Up! | |
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| The Least You Need to Know | |
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| The Final Evaluation: The Short and Long of It | |
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| Understanding Why Some Projects Succeed and Others Flop | |
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| Why Projects Don't Meet Their Goals | |
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| Why Projects Succeed | |
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| Your Evaluation of the Project | |
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| Sit Down with Pen in Hand | |
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| It's a Wrap! Time Now for the Final Report | |
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| The Final Report | |
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| Packaging Options for the Report | |
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| The Executive Summary | |
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| The Report, Part A | |
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| The Report, Part B | |
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| The Project Plan | |
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| Miscellaneous Components | |
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| Confidential Reports | |
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| The Political Impact of Final Reports | |
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| Who Accomplished What and How Well? | |
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| The Bottom Line and You | |
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| The Least You Need to Know | |
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| The Final Chapter | |
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| Software for All Projects Great and Small | |
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| Software that Simplifies the Details | |
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| What Can Project Management Programs Do? | |
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| So What's in It for Me? | |
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| Simple Versus Complex Projects and the Software They Need | |
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| The Types of Project Management | |
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| Scheduling Programs | |
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| Single-Project Programs | |
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| Corporate-Level Programs | |
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| Megaproject Programs | |
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| Choices and More Choices | |
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| How Do You Choose? | |
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| Cost/Feature Analysis | |
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| Ease of Use and Consistency of the Interface | |
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| Flexibility to Adapt to Various Projects | |
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| Compatibility with Other Programs | |
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| Documentation and Support for the Program | |
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| Reputation of the Product Manufacturer | |
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| Word of Mouth Experiences | |
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| Technical Support | |
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| Things Project Management Software Can't Do | |
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| Go Get Yourself Some! | |
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| The Least You Need to Know | |
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| Project Lingo--A Glossary of Project Terms | |
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| Resources for Project Managers | |
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| Index | |