The Principles of Project Management

The Principles of Project Management
اسم المؤلف
Meri Williams
التاريخ
8 يناير 2024
المشاهدات
180
التقييم
(لا توجد تقييمات)
Loading...

The Principles of Project Management
By Meri Williams
Summary of Contents
Preface xv

  1. So What Is Project Management Anyway? 1
  2. Getting Started . 17
  3. Getting The Job Done 53
  4. Keeping It Smooth 91
  5. 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

كلمة سر فك الضغط : books-world.net
The Unzip Password : books-world.net

تحميل

يجب عليك التسجيل في الموقع لكي تتمكن من التحميل
تسجيل | تسجيل الدخول

التعليقات

اترك تعليقاً