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| List of Tables and Figures | |
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| Acknowledgments | |
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| Introduction | |
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| Understanding Yourself | |
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| DISC Profile | |
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| Fostering Communication | |
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| Responding to Types | |
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| Working Through Weakness | |
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| Communicating on All Levels | |
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| Determining Sponsor Styles | |
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| Delivering Information | |
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| Crafting the Message | |
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| Team DISC Profiles | |
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| Adjusting the Message | |
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| Proper Communications Management | |
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| Communications Documents | |
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| Be Trustworthy | |
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| Coping with Questions | |
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| Qualifying the Question | |
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| Don't Lie! | |
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| Dealing with Fear | |
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| Admitting You Are Wrong | |
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| How to Fix Things If you Haven't Told the Truth | |
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| Sometimes It Can't Be Fixed | |
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| Turning Around Failing Projects | |
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| How to Spot a Project That Is on Its Way Down | |
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| Someone Isn't Being Heard | |
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| Watch the Ego | |
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| When It's Wrong, It's Wrong | |
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| Stopping a Project Before It Starts | |
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| "It Is What It Is" | |
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| How to Assess the Current Situation and Create an Action Plan That Works | |
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| Defining the Word Done | |
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| Definition of Done in Project Management | |
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| Team Building with the Word Done | |
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| How Done Can Set Proper Expectations | |
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| Lack of Historical Information | |
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| Creating Lessons Learned | |
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| Application of the Iron Triangle (Triple Constraint) | |
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| What Is the Iron Triangle? | |
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| Why the Triangle Works | |
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| How to Implement the Triangle | |
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| Use the Triangle for Discovery and Scoping | |
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| Why the Triangle Shouldn't Be Used for Project Success | |
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| PERT Methodology in Project Planning | |
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| What Is PERT? | |
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| PERT for Time Estimation | |
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| How to Factor Risk into the Equation | |
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| Create a Work Breakdown Structure for PERT | |
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| Examples of PERT in Action | |
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| Customer Focus Starts with Great Requirements | |
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| Characteristics of Good Requirements | |
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| Functional Requirements Versus Technical Requirements | |
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| Who Is the Real Customer? | |
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| Work Breakdown Structure Dictionary | |
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| Do Not Sacrifice Your Team at Any Cost! | |
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| The Importance of the Team Relationship | |
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| How to Build an Effective Team Relationship | |
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| Internal Team Satisfaction | |
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| Team Building and Conflict Resolution | |
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| 100 Percent/10 Percent Rule | |
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| How a Team Can Become Overburdened | |
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| Interacting with Requestors to Avoid Overburdening | |
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| Dealing with Mandated Dates | |
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| Myths About Status Meetings | |
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| Understanding the Purpose of Meetings | |
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| Should There Be a Meeting? | |
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| Are Your Meetings Effective? | |
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| Setting Up a Successful Meeting | |
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| Important Rules for Meetings | |
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| How to Get a Meeting Back on Track | |
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| A Big Meeting Faux Pas and Myth | |
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| The Team Morale Killer | |
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| How to Close a Meeting Successfully | |
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| Patriots and Scuds | |
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| Dealing with Patriots and Scuds | |
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| Understand Your Own Missiles | |
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| Understanding Missiles | |
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| Using Patriots | |
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| Using Scuds | |
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| Missiles in Public | |
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| Missiles in Corporate Culture | |
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| Always Have an Escape Strategy | |
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| A Real Risk Assessment | |
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| Why Risk Is Important | |
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| The Risk Process | |
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| Why People Are Opposed to Risk Management | |
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| Dynamic Risk Assessment | |
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| The Beginning of the Transformation | |
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| The Evolution of the Risk Assessment | |
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| The Final Product | |
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| Involving the Team | |
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| How to Put Risk in a Project Plan | |
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| Thirteenth Floor Principle | |
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| Parkinson's Law | |
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| Murphy's Law | |
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| Putting Risk in a Project Plan | |
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| Presenting Risk to the Sponsor | |
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| Presenting Risk to the Team | |
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| Using Risk | |
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| Data Rules All! | |
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| Collecting Data | |
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| Mining Data from Lessons Learned | |
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| Making Emotional Conversations Unemotional | |
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| "Drop Everything" Does Not Mean Drop Everything! | |
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| Using Data in Conflict Situations | |
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| Countering Data That Is Harmful to the Project | |
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| Project Manager: The Strategic Resource | |
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| Needing the Data | |
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| Strategic Positioning of Project Management | |
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| What CIOs Need to Know | |
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| What PMs Need to Provide | |
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| Software Assistance with Governance | |
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| The Proactive Approach | |
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| Making Positive Change to Your Corporate Culture | |
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| How Corporate Culture Affects Project Management | |
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| Understanding and Analyzing Corporate Culture | |
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| What to Do When You Can't Change or Affect Corporate Culture | |
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| How to Obtain Executive Sponsorship | |
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| What to Do When Executive Sponsorship Is Not as You Hoped | |
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| How to Get Your Sponsor Motivated and Interested in Your Project | |
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| Conclusion | |
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| Glossary | |
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| Index | |
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| About the Authors | |