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| Preface | |
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| Prologue | |
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| About the Author | |
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| Foreword | |
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| Web-Added Value™ | |
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| Introduction | |
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| Historical Perspective: Look on My Works, Ye Mighty, and Despair! | |
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| Why Did I Decide to Write This Book? The Manifesto | |
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| Is It All Really Interconnected? | |
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| The Origin of This Interconnected Concept | |
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| Applying the Scientific Approach | |
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| Do We Know How to Gather Business Requirements? | |
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| Do Companies Need Help? | |
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| Summary | |
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| What Is Project Management, and Do You Really Need It? | |
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| Historical Perspective: The Curious Case of Arthur Wellesley | |
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| How Are We Doing With Projects Today? | |
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| Is Managing Projects Easy? | |
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| Is the Reality Changing? | |
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| What Is Project Management? | |
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| The Project Manager's Responsibilities | |
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| The Project Manager's Dual Personality Disorder | |
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| Do You Need Project Management? | |
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| Summary | |
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| Things You Probably Didn't Know About Estimation | |
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| Historical Perspective: You Are Not an American, Are You? | |
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| Are We Good at Estimating? | |
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| What Are the Root Causes? | |
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| What Can We Do? | |
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| Estimates, Targets, Commitments: What is the Difference? | |
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| There Is Uncertainty in the Estimation Process | |
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| The Cone of Uncertainty | |
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| Do Not Set Yourself Up for Failure | |
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| Accuracy Versus Precision Versus Reliability | |
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| Efforts and Duration | |
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| Work With All the Degrees of Freedom | |
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| Presenting Your Estimates Properly | |
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| Beware of These Difficulties | |
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| Summary | |
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| Are We Supposed to Negotiate on Projects? | |
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| Historical Perspective: Operation Husky-Allied Forces and Don Calo | |
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| What is Negotiation? | |
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| How to Negotiate on Projects | |
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| Negotiations in the Real World: Where to Start | |
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| What Is the Alternative? | |
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| Summary | |
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| How and Why Do We Write Project Charters? | |
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| Historical Perspective: Initiation Barbarossa | |
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| Who Needs Project Charters? | |
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| The Project Charter Contents | |
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| Risk Management | |
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| How Big Should the Project Be to Warrant a Project Charter? | |
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| Summary | |
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| Kick-starting Your Projects-The Scope Definition Perspective | |
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| Historical Perspective: M247 Sergeant York Story | |
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| What Is the State of the Industry? | |
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| Defining the Initial Scope | |
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| The Problem Versus Solution Discussion | |
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| Constraints, Preferences, and the Tilt Concept | |
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| Summary | |
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| Defining the Detailed Scope: How and Where Do You Find Requirements? | |
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| Historical Perspective: Roses, Stars, and the Sun | |
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| Eliciting Detailed Scope | |
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| What Are the Criteria for Quality Scope Items? | |
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| Assigning Priorities-Games People Play | |
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| How Do You Know When to Stop? | |
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| Walkthroughs and Peer Reviews | |
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| Summary | |
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| Who Needs Creativity in Projects and How Do You Cultivate It? | |
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| Historial Perspective: British Redcoats and American Rebels | |
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| Introducing Creativity | |
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| What Are the Tactical Methods at the Project Manager's Disposal? | |
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| What Are the Strategic Methods at the Executive's Disposal? | |
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| Summary | |
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| How Do You Incorporate Scope Definition into Project Management? | |
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| Historical Perspective: Raise the City or Lower the Highway? | |
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| A Word About Methodologies | |
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| Initiation | |
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| Planning | |
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| Other Approaches to Initiation and Planning | |
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| Execution and Control | |
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| Close Out | |
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| Summary | |
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| How Do You Write a Great Project Plan? | |
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| Historical Perspective: Operation Overlord: Planning for Private Ryan | |
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| Several Important Disclaimers | |
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| The Project Plan Contents | |
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| Overview | |
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| Project Scope Management | |
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| Project Time Management-Schedule and Milestones | |
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| Project Human Resources Management | |
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| Project Communications Management | |
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| Summary | |
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| How Do You Troubleshoot Scope Problems? | |
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| Historical Perspective: General Hadik and the Glove Fiasco | |
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| Skills Issues | |
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| Product or Service Issues | |
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| Project Management Issues | |
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| Scope Elicitation Issues | |
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| Documentation Issues | |
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| Scope Management Issues | |
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| Summary | |
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| Who Needs Walkthroughs, Inspections, and Peer Reviews? | |
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| Historical Perspective: Mutiny on the High Seas | |
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| The Overlooked Techniques | |
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| Peer Reviews, Inspections, and Walkthroughs | |
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| How to Conduct Walkthroughs, Inspections, and Peer Reviews | |
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| Summary | |
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| Why Should You Manage Scope and Customer Expectations? | |
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| Historical Perspective: The Camel Is a Horse Designed by Committee | |
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| How Formal Should Scope Management Be? | |
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| Managing Scope and Stakeholder Expectations | |
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| How Much Do Things Change and Why? | |
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| How Do You Manage Project Scope? | |
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| What Does a Good Change Request Look Like? | |
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| What Is the Impact of the Change? | |
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| Documentation | |
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| Summary | |
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| Why Invest Time and Effort in the Lessons Learned Document? | |
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| Historical Perspective: The Case of Backfiring Reparations | |
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| What Is Lessons Learned? | |
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| Why Are They Neglected? | |
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| Why Do Lessons Learned? | |
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| How Do You Write Lessons Learned? | |
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| Summary | |
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| How Do You Select the Best Projects? | |
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| Historical Perspective: The Steppe Winds and the Virgin Lands | |
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| The Story of Two Project Requests | |
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| Some Statistics | |
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| What Executives Want | |
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| Project Portfolio Management | |
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| Project Portfolio Management Explained | |
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| Project Portfolio Management Process Overview | |
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| Project Versus Portfolio Management: The Typewriter Effect | |
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| What Happens Without Project Portfolio Management? | |
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| What Is Needed for Project Portfolio Management? | |
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| Summary | |
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| How and Why Do You Need to Maximize Portfolio Value? | |
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| Historical Perspective: The South Sea Bubble | |
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| Determining the Project Value: Financial Models | |
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| Determining the Project Value Using Scoring Models | |
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| Summary | |
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| How and Why Do You Need to Balance Your Project Mix? | |
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| Historical Perspective: Battle of Cr�cy-The Optimal Balance | |
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| Why Seek Balanced Portfolios? | |
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| What Dimensions Should Be Considered? | |
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| Bubble Charts | |
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| Popular Dimensions | |
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| Several Words of Caution | |
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| Summary | |
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| How and Why Do You Need to Link Portfolio to Strategy? | |
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| Historical Perspective: Strategic Blunders of the British Admiralty | |
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| Why Should Companies Worry About Strategic Alignment? | |
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| What Are the Key Strategy Alignment Methodologies? | |
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| Top-down Approach | |
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| Bottom-up Approach | |
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| Top-down Bottom-up Approach | |
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| A Word of Caution About Using Time-to-market as a Strategic Criteria When Selecting Projects | |
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| Summary | |
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| How Do You Implement It All? | |
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| Historical Perspective: British Navy in the Age of Sail-Strategy and Tactics | |
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| Why Should You Bother With Project Portfolio Management (PPM)? | |
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| PPM Implementation | |
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| What Are the Key Steps in the Evaluation Process? | |
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| What Are the Main Challenges and Issues? | |
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| Lessons Learned from Past Implementations | |
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| Summary | |
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| References | |
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| Index | |