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| List of Project Workouts | |
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| Foreword | |
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| Acknowledgments | |
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| Preface to the Third Edition by Peter Ellwood | |
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| Introduction | |
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| Challenges To Be Faced | |
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| Challenges We Need to Face | |
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| Problems, more problems | |
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| Initiatives fail, are canceled, or never get started - why? | |
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| Advice the Best Companies Give Us | |
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| The study | |
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| The lessons and their implications | |
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| But we're different!: organization context | |
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| Conclusion | |
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| A Walk Through a Project | |
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| The Project Framework: an Overview of its Gates and Stages | |
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| Projects as vehicles of change | |
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| Stages and gates | |
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| The project framework | |
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| Some key questions | |
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| How can I apply the framework? | |
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| Who Does What? | |
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| The players | |
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| The Proposal: Identify the Need | |
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| Overview | |
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| Key deliverable | |
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| Process steps | |
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| The Initial Investigation Stage: Have a Quick Look at It! | |
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| Overview | |
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| Key deliverables | |
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| Process steps | |
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| The Detailed Investigation Stage: Promising . Let's Have a Closer Look | |
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| Overview | |
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| Key deliverables | |
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| Process steps | |
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| The Develop and Test Stage: Do It! | |
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| Overview | |
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| Key deliverables | |
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| Process steps | |
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| The Trial Stage: Try It Out | |
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| Overview | |
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| Key deliverables | |
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| Process steps | |
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| The Release Stage: Let's Get Going! | |
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| Overview | |
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| Key deliverable | |
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| Process steps | |
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| The Post-Implementation Review: How Did We Do? | |
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| Overview | |
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| Key deliverable | |
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| Applying the Staged Framework | |
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| Four types of project | |
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| Fitting into the staged framework | |
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| Small stuff, or "simple" projects | |
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| Rapid projects | |
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| "Just do it" projects: loose cannons | |
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| Big stuff, or projects and subprojects | |
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| Work packages | |
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| A Few Related Projects: Programs | |
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| Programs | |
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| Sharing projects: interdependencies | |
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| Dealing With Many Projects | |
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| Portfolios of Projects | |
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| The Business Program | |
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| What's different about business program management? | |
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| Managing the portfolio | |
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| Prerequisites for effective portfolio management | |
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| There Are Too Many Projects to Do! | |
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| Principles for selecting projects | |
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| Project authorization | |
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| Selecting the right projects | |
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| Far too many projects! | |
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| Putting the brakes on | |
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| Have I Got the Resources? | |
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| Conditions for total resource planning | |
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| White space: the freedom to change | |
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| How can I meet the three conditions? | |
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| How detailed does resource forecasting need to be? | |
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| An Environment for Managing Your Portfolio | |
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| New structures for old | |
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| Support offices | |
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| The tools to help it work: systems | |
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| Lists: keeping tabs on your projects | |
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| Harnessing web technology | |
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| What would such a system look like? | |
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| Management accounting systems | |
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| Putting your systems together | |
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| Making Projects Work For You | |
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| Project Teams and Style | |
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| Culture: the way we do things around here | |
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| Project teams | |
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| Leadership and influence | |
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| I thought you were doing that!: accountability | |
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| Project Setup | |
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| How to go about it | |
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| Set up the project team | |
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| Prepare a project definition | |
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| Prepare the project plan | |
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| Define your project organization | |
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| Engage your stakeholders | |
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| Managing Benefits | |
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| Benefits and drivers | |
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| Forecasting benefits | |
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| Timing of benefits | |
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| Managing the Schedule | |
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| The project schedule | |
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| Summary and detailed schedule plan | |
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| Tracking progress toward your objectives | |
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| Schedule reports | |
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| Reports used when drafting a plan | |
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| Report used to update the forecast | |
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| Reports used for progress reporting | |
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| So why are we nearly always late? | |
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| Managing the Finances | |
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| The financial plan | |
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| Financial management controls | |
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| Estimating the costs | |
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| Authorization to spend funds | |
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| Recording actual costs and committed costs | |
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| Financial reporting | |
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| Earned value | |
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| Managing What Might Go Wrong (or Right): Risks and Opportunities | |
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| Considering possible risks and opportunities | |
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| Addressing risk at the start of the project | |
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| Addressing opportunities at the start of the project | |
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| Monitoring once the project is in progress | |
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| Tips on using the risk and opportunity log | |
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| More sophisticated risk evaluation techniques | |
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| Managing What Has Gone Wrong (or Right!): Issues | |
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| What do we mean by "issues?" | |
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| When an issue is identified | |
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| Tips on using the issues log | |
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| Let's Do It Differently!: Change Control | |
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| Controlling change | |
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| The change control process | |
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| Accountabilities for change decisions | |
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| The change request form | |
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| Reviews and More Reviews | |
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| Keeping sight of the objectives | |
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| Review when a proposal is raised | |
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| Review at the Detailed Investigation Gate | |
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| Reviews during the project | |
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| Project Closure Review | |
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| Post-Implementation Review | |
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| Recording agreement - quality reviews | |
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| Closing the Project | |
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| Project closure | |
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| The closure report | |
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| The closure meeting | |
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| Closure actions | |
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| Implementing the Framework | |
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| Implementing the Framework | |
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| Advice from other companies | |
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| Corporate maturity | |
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| Finding help in implementing a projects approach | |
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| A strategy for implementation | |
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| Glossary | |
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| A project process framework | |
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| Index | |