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| Preface | |
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| What Is a Project? | |
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| Projects Are a Type of Work | |
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| Projects Distinguished From Tasks and From Processes | |
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| Programs are Collections of Projects | |
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| Project Management Maturity | |
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| Integrated Project Management | |
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| The Project Management "Hat" is Different From the Technical or Product Management "Hat" | |
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| Effective Project Managers Manage Expectations of Stakeholders | |
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| A Roadmap of Five Important Program Management Functions | |
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| Highlights | |
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| Defining the Goals of a Project | |
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| Linking the Project to the Product | |
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| Strategic Alignment of Projects | |
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| The Product Life Cycle and the Project Life Cycle | |
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| Project Completion Includes Delivering a Result that Meets the Requirements | |
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| The Delivering Organization and the Consuming Organization | |
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| All Projects Involve Agreements | |
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| Good Boundaries | |
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| Taking Action | |
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| Highlights | |
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| Balancing Competing Demands with the Triple Constraint | |
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| Many Ways to Measure Project Performance | |
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| The Triple Constraint | |
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| A Model to Help Evaluate Competing Demands | |
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| Adjusting Baseline for Risk | |
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| How the Triple Constraint Helps to Explain Three Common Tradeoffs | |
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| The Triple Constraint During Control | |
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| Other Examples of Balancing Competing Demands: Financial Management | |
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| Project Management as a Decision-Making Process | |
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| Highlights | |
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| Contracts, Negotiations, and Proposals | |
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| Contracts | |
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| Negotiating the Contract | |
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| Proposals: a Special Kind of Project | |
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| The Proposal Process | |
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| Typical Problems | |
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| International Projects | |
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| Highlights | |
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| Planning a Project | |
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| Why and How to Plan a Project | |
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| Integrated Project Planning | |
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| Using Computer Software During Project Planning | |
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| "The Plan" | |
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| Applying Project Plans During Execution | |
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| Project Planning is an Investment, Not an Expense | |
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| Highlights | |
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| The Work Breakdown Structure | |
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| The Work Breakdown Structure | |
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| The work Package and the WBS Dictionary | |
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| Top-down Planning Approach for Developing the WBS | |
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| Organizing the WBS for Completeness and Control | |
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| Bottom-Up Planning Approach for Developing the WBS | |
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| Validating the Work Scope | |
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| Work Scope is Fundamental to Project Integration | |
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| Highlights | |
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| Scheduling | |
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| Overview of Scheduling Formats | |
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| Bar Charts | |
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| Milestones | |
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| Network Diagrams | |
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| The Network Logic Diagram | |
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| Why Use a Network Diagram? | |
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| Computer Software | |
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| Helpful Hints | |
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| Typical Problems | |
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| Highlights | |
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| Time Estimating and Compressing the Schedule | |
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| Types of Time Estimates | |
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| Earliest and Latest Start and Finish Times | |
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| Typical Problems | |
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| Highlights | |
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| Cost Estimating and Budgeting | |
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| Resource Planning | |
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| Cost Estimating | |
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| Project Cost System | |
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| Budgeting Cost | |
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| Computer Software | |
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| Typical Problems | |
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| Highlights | |
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| The Impact of Limited Resources | |
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| Resources | |
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| Computer Software | |
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| Time Versus Cost Trade-Off | |
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| Typical Problems | |
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| Highlights | |
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| Risk and Contingency | |
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| Ten Steps for Team-Based Risk Management | |
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| Building a Culture for Good Decision Making | |
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| Highlights | |
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| Leading the People Who Work on a Project | |
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| Organizational Design for Delivering Projects | |
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| Three Organizational Forms | |
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| Other Organizational Forms | |
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| The Informal Organization | |
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| Typical Problems | |
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| Highlights | |
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| Building the Project Team | |
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| Core Team and Extended Team | |
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| Staffing Starts with Project Scope | |
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| Formal Project Authority | |
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| Assigning Personnel to the Project | |
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| Sources of Personnel | |
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| Compromise | |
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| Control | |
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| Task Assignments | |
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| The Virtual Project Team | |
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| Turning a Group Into a True Team | |
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| Computer Software | |
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| Typical Problems | |
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| Highlights | |
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| Organizing the Support Team | |
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| Involvement and Commitment | |
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| Coordination | |
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| Interaction With Support Groups | |
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| Subcontractors | |
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| Typical Problems | |
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| Highlights | |
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| The Role of the Project Manager | |
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| Project Manager Competencies | |
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| Project Management Career Path | |
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| What a Project Manager Does | |
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| Theories of Motivation and Their Implications | |
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| Three Useful Techniques | |
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| Typical Problems | |
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| Highlights | |
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| Practical Tips for Project Managers | |
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| Communication | |
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| Conflict Resolution | |
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| Efficient Time Management | |
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| Tips | |
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| Typical Problems | |
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| Highlights | |
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| Controlling the Project | |
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| Essential of Project Control | |
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| Develop a Baseline | |
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| Develop a Performance Measurement System | |
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| Measure Performance Against Baseline and Determine Variances | |
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| Forecasts | |
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| Corrective Actions | |
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| Multiple Projects | |
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| Computer Software | |
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| Typical Proble | |