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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 | |