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Meri Williams
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8 يناير 2024
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The Principles of Project Management
By Meri Williams
Summary of Contents
Preface xv
- So What Is Project Management Anyway? 1
- Getting Started . 17
- Getting The Job Done 53
- Keeping It Smooth 91
- Following Through . 133
A. Tools . 155
B. Resources . 181
C. Professional Qualifications 185
Index . 193
Table of Contents
Preface xv
Who Should Read This Book? xv
What’s Covered In This Book? . xvi
The Book’s Web Site . xvi
Project Management Cheat Sheets xvi
Updates and Errata . xvii
The SitePoint Forums . xvii
The SitePoint Newsletters xvii
Your Feedback . xvii
Acknowledgments . xviii
Conventions Used In This Book xix
Tips, Notes, and Warnings xix
Chapter 1 So What Is Project Management
Anyway? . 1
What Is Project Management? . 2
Understanding the Project Life Cycle 3
Failure to Launch … or Land . 4
Negative Perceptions of Project Management 6
It’s Boring 6
It Takes Too Long 7
It’s Too Hard 7
What Project Management Isn’t 8
Why You Need PM Skills 9
What’s In It for Me? 9
The Underlying Principles of Project Management 10x
Doing PM Right Is an Investment In Making the “Real Work”
Matter 10
People Problems Can’t Be Solved with Software . 11
If it Doesn’t Add Value, it Won’t Get Done 12
The Best Tool Is the One that Works and Gets Used . 12
The Best Way to Communicate Is the Way That Gets You
Heard . 14
Choosing the Right Tools and Processes Is the PM’s Most
Important Job 14
Summary 15
Chapter 2 Getting Started 17
Discovery: Finding the Projects 17
Picking the Best Projects . 21
Identifying the Opportunities . 21
Comparing the Opportunities . 23
Ranking and Choosing Opportunities to Pursue 24
Spotting Bad Projects . 26
Project, or Day-by-day Improvement? . 28
Discovery Tools and Practices . 29
Who Are All These People? 33
Stakeholders . 33
Stakeholder Tools and Best Practices . 39
Initiating Your Project . 43
The Purpose of Initiating . 43
The Process of Initiating . 44
Initiation Tools and Best Practices . 44
Seven Essential Steps for a Successful Initiation . 50
Summary 51xi
Chapter 3 Getting The Job Done . 53
Planning . 53
Why Plan? . 54
What to Plan 55
How to Plan . 56
Tools and Best Practices . 71
Executing 77
Let Your Team Have Ownership . 77
The Link to Personal Productivity 78
Tools and Best Practices . 78
Controlling 80
Are You on Track? . 80
Measuring Deliverables 81
Measuring Everything Else . 82
Risks, Issues, and Bugs . 84
Verification Versus Validation . 85
Looping Back to Plan 86
Tools and Best Practices . 86
Summary 88
Chapter 4 Keeping It Smooth . 91
Communication and Collaboration . 91
Communication 92
Collaboration 99
Tools and Best Practices 113
Managing Change . 122
Types of Change . 122
Change Control . 124
Tools and Best Practices 127xii
Summary . 131
Chapter 5 Following Through . 133
Closing the Project . 133
Knowing When You’re Done . 134
Handling a Total Disconnect . 137
Closing a Project 139
Tools and Best Practices 142
What Comes Next? . 147
Defining Your Role . 147
The Superstar Handover 149
Tools and Best Practices 151
Summary . 153
Looking to the Future 153
The Next Project … and the Rest . 154
Appendix A Tools . 155
Initiating . 155
Project Proposal Template . 155
Measuring Value Creation . 156
Project Organization Chart 158
Communication Plan Template 159
Project Initiation Document . 159
Typical Kickoff Meeting Agenda . 162
Planning, Executing, and Controlling 162
Project Plan Template 162
Work Breakdown Structure 163
Gantt Chart 164
Risk Management Plan Template . 164xiii
Balance Quadrant . 165
Estimation Techniques 165
Issue List Template . 166
Project Status Update Template 169
Change Request Template . 169
Planning Software . 170
Tracking Software . 174
Closing . 175
Project Sign-off Template . 175
Customer Feedback Questionnaire Template . 176
Lessons Learned Summary Template 177
Project Documentation Template . 178
Appendix B Resources 181
Books 181
Blogs and Web Sites 183
Appendix C Professional Qualifications 185
Associations and Qualifications 185
Glossary 187
Index . 193
Index
Symbols
43Folders web site, 183
A
accountability
personal, 77
adjourning stage of team building, 103,
104
agendas
kickoff meetings, 162
for meetings, 114
agreements
(see also contracts; customer agreements; operational contracts;
renegotiations; service level
agreements (SLA); support contracts)
project closing, 140
Allen, David
Getting Things Done: The Art of
Stress-Free Productivity, 182
anonymity
in communications, 98
assessments of impacts, 170
Association for Project Management
(APM), 186
assumptions
defined, 69
identifying, 70
project plan template, 163
attachments
project status update template, 169
status updates, 117
attendance
at meetings, 115
B
“back-of-an-envelope” plans, 70
balance quadrant
change management, 127
defined, 3
depiction of, 165
Basecamp software, 173
basics (see principles)
benefit cost ratio
defined, 157
benefits
business needs, 159
change request template, 170
communication of in change requests,
129
of planning, 54–55
in project selection, 25
Berkun, Scott
The Art of Project Management, 182
best practices
(see also software; tools)
change management, 127–131
closing projects, 142–147
communication and collaboration,
113–122
controlling phase, 86–88
described, 71–76
executing phase, 78–79
initiating phase, 44–50
project handovers, 151–153
stakeholders, 39–42109
C
194
biweekly meetings
defined, 159
Blanchard, Ken
leadership and management types,
blog resources, 183–184
boards
action on an issue, 168
change requests, 125, 129–130, 170
consulting with, 85
defined, 35–38
project disconnect, 138
book resources, 181–183
bottom-up estimation,
defined, 165
brainstorming
identifying opportunities, 22
lessons learned session, 146
budgets
earned value measurement, 83
buggy whip manufacturer case study
identifying opportunities, 22
bugs
about, 84–85
cake shop web site case study
Gantt charts, 73
measuring deliverables, 81
mitigation plan, 68
planning process, 57
risk management plan, 67
case studies (see buggy whip manufacturer case study; cake shop web site
case study; customer orders case
study; pie shop web site case study)
celebrations
project completion, 141–142, 146–147
certification in project management, 185–
186
change logs
project sign-off, 176
change management, 122–132
control, 124–127
tools and best practices, 127–131
types of change, 122–123
change requests (CRs)
forms of, 129
gathering, 124
template, 169–170
change review boards, 129–130
charts (see diagrams; flowcharts)
Chief Happiness Officer web site, 184
closing projects, 133–147
process for, 139–142
tools and best practices, 142–147,
175–179
when completed, 134–136
closure phase
importance of, 5
coaching leadership and management
style, 110
collaboration, 91–122
and communication, 99–113
defined, 91
tools and best practices, 113–122
commitment
in team members, 111
communication, 91–122195
business people versus technical
people, 31
consulting the board, 85
contingency to stakeholders, 65
defined, 91
explained, 92–98
importance of, 14
of plans, 69–71
project completion, 141
project kickoff meetings, 49–50
of project value, 12
tools and best practices, 113–122
communication plans
creating, 42
template, 159
communications
change request impacts, 125
competence
in team members, 111
completion
project closing, 141
constraints
defined, 69
identifying, 70
project plan template, 163
consulting
the board, 85
contact information
sharing, 106
content of communications, 97–98
contingencies
time estimates in project planning,
63–71
contingency plans
risk management plan template, 164
contracts
(see also customer agreements; operational contracts; renegotiations;
service level agreements (SLA);
support contracts)
formal versus informal, 43
versus project initiation documents,
45
control
change management, 124–127
controlling phase, 80–88
looping back, 86
measuring deliverables, 81–82
measuring earned value management,
82–84
risks, issues and bugs, 84–85
tools and best practices, 86–88, 162–
175
tracking, 80–81
verification versus validation, 85–86
conventions
estimates, 63
cost benefit ratio (see benefit cost ratio)
costs
(see also opportunity cost)
in project selection, 25
Covey, Stephen
leadership versus management, 109
criteria (see success criteria)
customer agreements
(see also contracts; operational contracts; renegotiations; service
level agreements (SLA); support
contracts)
project closing, 135–136196
customer orders case study
portfolio planning, 19
project sponsors, 37
scope, 31
stakeholders, 34
customer requirements, 108
customers
feedback, 144–145, 176–177
D
date patterns, 168
deadlines
handling set deadlines, 75–76
versus estimates, 62
delegating leadership and management
style, 111
deliverables
defined, 69
example, 160
identifying, 57–58
as a measure of project completion,
56
measuring, 81–82
project plan template, 163
project sign-off, 175
versus change requests, 126–127
in work breakdown structure, 72
DeMarco, Tom
Peopleware: Productive Projects &
Teams, 182
demos
in project reviews, 140
dependencies
identifying, 59–60
development levels of team members,
111
diagrams
(see also flowcharts)
balance quadrant, 128
Gantt charts, 73–74
leadership and management types,
110
RASCI matrix, 121
work breakdown structure, 72, 163
directing leadership and management
style, 110
disconnects in project closing
handling, 137–138
defined, 136
discovery process
explained, 17–21
tools and practices, 29–33
“do nothing” mitigation strategy, 68
documentation
project handover, 149–151
template, 178–179
documentation packs
project handovers, 151
double counting
in estimation, 165
E
earned value management (EVM)
measuring delivered value, 82
electronic communications
personal preferences, 96
email
attachments to status updates, 117
etiquette, 113–114
sending status updates, 117
end user requirements, 108197
environment
for collaboration, 104–105
estimating
time, 60–63
estimation
techniques, 165–166
etiquette
emails, 113–114
examples
(see also buggy whip manufacturer
case study; cake shop web site
case study; customer orders case;
pie shop web site case study)
Gantt chart, 164
kickoff meeting agenda, 162
project initiation document, 159–161
project organization chart, 161
work breakdown structure, 163
executing
change requests, 125
executing phase, 77–79
personal productivity, 78
team ownership, 77
tools and best practices, 78–79, 162–
175
exercises
communication preferences, 96
expectations
setting, 29
expert judgment estimation technique,
166
F
feasibility studies
in project initiating phase, 48
feedback loop
in communications, 98
customer feedback questionnaire
template, 176–177
figures (see diagrams; flowcharts)
flowcharts
(see also diagrams)
of simple dependencies, 60
software for, 174
follow-up (see handovers)
forming stage of team building, 100, 103
43Folders website, 183
fundamentals (see principles)
G
Gantt charts
example, 164
using, 73–74
GanttProject software, 172
Geek | Manager web site, 184
get-to-know-you sessions, 101
glossary, 187–192
group spaces
creating, 106
groups
changing into teams, 99–104
groupthink
dangers of, 102
H
handovers, 147–153
project documentation template, 178
roles, 147–149
tools and best practices, 151–153
training and documentation, 149–151I
198
hard value creation
defined, 156
Heerkens, Gary R.
Project Management: 24 Steps to Help
You Master Any Project, 181
Hersey, Paul
leadership and management types,
109
hierarchy of communication methods,
94
identifying
deliverables, 57–58
dependencies, 59–60
impacts
assessment of, 170
of change requests, 125
improvements day-by-day
versus projects, 28–29
inherent contingencies
time estimates, 64
initiating phase, 43–50
explained, 4
tools, 155–162
internal rate of return (IRR)
defined, 157
International Association of Project and
Program Management (IAPPM), 186
International Project Management Association (IPMA), 186
issue lists
template, 166–169
using, 86–87
issues
about, 84–85
reporting and resolution process, 105
tracking software, 117–119
J
Joel on Software
web site, 183
K
key measures score
(see also measures)
closing projects, 144–145
kickoff meetings
agenda, 162
conducting, 49–50
L
launch phase (see initiating phase)
Lawver, Kevin
estimating conventions, 63
leadership
roles of, 109–113
lessons learned sessions
closing projects, 145–146
summary template, 177–178
life cycle (see project life cycle)
Lifehacker web site, 183
Linked In web site, 184
Linux
project planning software, 172
Lister, Timothy
Peopleware: Productive Projects &
Teams, 182
live demos
in project reviews, 140
logistics
of meetings, 115199
logs (see change logs)
Lopp, Michael
Managing Humans, 183
M
Macintosh
project planning software, 171–172
management
of change, 122–131
multiple projects, 121–122
roles of, 109–113
measures
(see also key measures score)
operational contracts, 152
measuring
deliverables, 81–82
earned value management (EVM), 82–
84
meetings
(see also get-to-know-you sessions;
kickoff meetings; lessons learned
sessions; one to one meetings;
stand-up meetings)
forms of, 93
project review, 142
setting up, 105
standards for, 114–116
Microsoft Office Suite, 174
Microsoft Project software, 171
milestones (see deadlines; deliverables)
misperceptions
of project management, 6–8
mitigation plans
creating, 68
multiple projects
managing, 121–122
N
negotiations (see contracts; customer
agreements; renegotiations; operational contracts; service level
agreements (SLA); support contracts)
net present value (NPV)
defined, 156
norming stage of team building, 102, 104
O
objectives
example, 160
project, 160
SMAC, 47
one-on-one meetings, 88
operational contracts
project handovers, 152–153
operations management
versus project management, 9
opportunities
comparing, 23
identifying, 21–22
ranking and choosing, 24–26
opportunity cost
defined, 157
organization charts (see project organization charts)
outcomes
in communications, 97
owner
of an issue, 167
ownership
adding to existing plans, 78200
P
parametric estimation technique, 166
“parking lot”
in meetings, 116
payback period
defined, 157
people management
versus project management, 8
PEPS meeting agenda, 115
perceived value
versus real value, 12
percent complete measure, 56
perceptions
of project management, 6–8
performing stage of team building, 102,
104
personal communication
about, 93
preferences, 94
personal plans
transitioning to, 107–108
personal productivity
versus project management, 8
personal responsibility, accountability
and productivity, 77–78
phases
(see also controlling phase; executing
phase; initiating phase; planning
phase)
project life cycle, 3
pie shop web site case study
RASCI matrix, 121
plan reviews
using, 74
planning phase, 53–76
benefits of, 54–55
change request impacts, 130–131
components of, 55–56
how to, 56–71
importance of, 5
software for, 170–174
tools and best practices, 71–76, 162–
175
plans
(see also risk management plans)
as a communication tool, 117
template, 162–163
portfolio planning
customer orders case study, 19
in discovery process, 18
practices
(see also best practices)
in discovery process, 29–33
preferences
(see also styles)
communication methods, 94–96, 105
principles
of project management, 10–15
priorities
change request template, 170
of an issue, 167
setting, 29
processes
importance of, 14
productivity
personal accountability and responsibility, 78
personal versus project management,
8
professional qualifications for project
management, 185–186201
project boards (see boards)
project closing (see closing projects)
project documentation packs (see documentation packs)
project handovers (see handovers)
project initiation document (PID)
example, 159–161
explained, 44–49
project kickoff meetings, 50
project sign-off, 143
project life cycle
explained, 3–6
project management
defined, 2–3, 8–9
Project Management Institute
A Guide to the Project Management
Book Of Knowledge, 182
Project Management Institute (PMI)
about, 185
project management skills
need for, 9–10
project organization charts
example, 161
explained, 158
stakeholder involvement, 39–42
project proposals
explained, 29–31
template, 155–156
project reviews (see reviews)
project sign-offs (see sign-offs)
project sponsors
customer orders case study, 37
defined, 35
project teams (see teams)
projects
defined, 2
good versus bad, 26–27
selecting, 21–33
proposals (see project proposals)
pull communication approach, 94
purpose
in communications, 97
push communication approach, 94
Q
qualifications for project management,
185–186
quality
defined, 2
earned value management, 83
R
Rands in Repose
web site, 183
ranking
opportunities, 24–26
RASCI matrix, 119–121
real value
versus perceived value, 12
recommendations
lessons learned summary template,
178
relationship building, 104
remote work teams, 105–107
renegotiations
at project handovers, 148–149
reporting
issues, 105
project status, 116–117
requirements
changes in, 122202
resolution process
issues, 105
resource dependencies
defined, 59
resource leveling
using Gantt charts, 73
resources
books, blogs and web sites, 181–184
requirements, 156
responsibilities
communicating in emails, 114
responsibility
personal, 77
reviews
meeting preparation, 142–143
of plans, 74
project closing, 139–140
stakeholders and change management,
127–129
rewarding
collaboration, 104
risk management plans
creating, 66–68
defined, 69
project plan template, 163
template, 164
risks
about, 84–85
roles
project handovers, 147–149
rolling wave
in project planning, 5
time estimates, 62
S
schedules
(see also timelines)
defined, 69
project plan template, 163
versus plans, 69
Schwaber, Ken
Agile Project Management with
SCRUM, 181
scope
customer orders case study, 31
defined, 2
project sign-off, 175
work breakdown structure, 71
scores (see key measures score; measures)
service level agreements (SLA)
project handovers, 152
service management
versus project management, 9
sign-offs
closing projects, 143–144
template, 175–176
skills
(see also project management skills)
matrix of, 106
Slacker Manager web site, 184
SMAC
objectives, 47
soft value creation
defined, 156
soft work
making time for, 105
software
(see also tools)203
and people problems, 11
for planning, 170–174
for project tracking, 174–175
for tracking issues, 117–119
in work breakdown structure, 72
sponsors (see project sponsors)
stages (see controlling phase; executing
phase; initiating phase; planning
phase)
stakeholder reviews
change management, 127–129
stakeholders
change review boards, 130
communicating contingency, 65
identifying, 33–39
in initiation phase, 4
plan reviews, 74
status updates, 116
tools and best practices, 39–42
stand-up meetings, 79
status
of an issue, 168
status updates, 116–117
template, 169
stop, start, continue approach, 22
storming stage of team building, 101, 103
structure
in communications, 97
styles
(see also preferences)
leadership and management types,
110
success criteria
defined, 43
project closing, 134
support contracts
at closure phase, 6
supporting leadership and management
style, 110
switching tasks
time estimates, 64
T
targets (see deadlines)
task switching
time estimates, 64
task-based planning
problems with, 55
teams
creating, 38–39, 99–104
setting up meetings, 105
size of, 79
working remotely, 105–107
techniques (see best practices; practices;
software; tools)
templates (see best practices; tools)
three-point estimates, 166
time
(see also schedules)
estimating, 60–63
length of meetings, 115
remote teams, 106
for soft work, 105
timelines
(see also schedules)
example, 161
tools, 155–179
(see also best practices; software)
change management, 127–131
closing projects, 142–147, 175–179V
204
communication and collaboration,
113–122
controlling phase, 86–88
described, 71–76
discovery process, 29–33
executing phase, 78–79
importance of, 14–15
initiating phase, 44–50, 155–162
planning, executing and controlling
phases, 162–175
project handovers, 151–153
selecting, 12–13
stakeholders, 39–42
top-down estimation
defined, 165
tracking
controlling phase, 80–81
issues using software, 117–119
software for, 174–175
training
project handover, 149–151
transitioning to personal plans, 107–108
validation
versus verification, 85–86
value
creation of, 155, 156–157
identifying in project proposal, 31–33
importance of, 12
project management skills, 9
verification
versus validation, 85–86
W
web site resources, 183–184
wikis
in project communication, 119
Windows
project planning software, 171–172
work breakdown structure (WBS)
example, 163
explained, 71–72
working with remote teams, 105–107
Z
zombie stakeholders
project review meetings, 143
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