The fast forward MBA in project management: the comprehensive, easy-to-read handbook for beginners and pros
Material type:
TextPublication details: John Wiley & Sons, Inc. New Jersey 2021Edition: 6thDescription: xviii, 522 pISBN: - 9781119700760
- 658.404 VER
| Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|---|
Book
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Indian Institute of Management LRC General Stacks | Operations Management & Quantitative Techniques | 658.404 VER (Browse shelf(Opens below)) | 1 | Available | 002801 |
TABLE OF CONTENTS
Acknowledgments xiii
About the Author xv
Preface xvii
Part 1 Introduction
Chapter 1—Project Management: A Platform For Innovation 2
A Timeless Leadership Toolset 3
Project Management is Keeping Pace with Global Change 4
Project Management is an Essential Leadership Skillset 5
Successful Projects Deliver Value 6
The Art and Science of Project Leadership 6
A Practical Checklist for Successful Projects: How This Book Will Help You 8
Beyond the Book: Tools for Application and Continuous Learning 12
End Point 13
Stellar Performer: OrthoSpot 14
Stellar Performer: PM4NGOs 15
Chapter 2—Project Leadership: People Before Process 16
The Project Leadership Challenge 17
Build a Team Culture Suited to a Journey of Discovery 19
Temporary Teams Form Before They Perform 21
Build Personal Authority and Influence 24
Project Leaders Need Political Savvy 25
Your Decision to Lead 26
End Point 28
Chapter 3—Foundation Principles of Project Management 29
Projects Require Project Management 29
How a Project is Defined 30
The Challenge of Managing Projects 31
The Evolution of a Discipline 32
The Definition of Project Success 36
Project Management Functions 38
Project Life Cycle 40
Organizing for Projects 43
Project Managers Are Leaders 44
End Point 45
Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46
Chapter 4—Agile and Waterfall: Choose A Development Process 51
Defining Value: A New Lens for Judging Projects Informs the Development Process 52
Choose a Product Development Process That Delivers Value 53
Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57
A Development Process is Not Project Management 58
Waterfall or Agile: Which Delivers the Best Value? 58
Common Agile Practices 63
Common Agile Benefits 65
Choosing Between Agile and Waterfall Development 67
Innovation Projects Experiment to Discover Desirability and Viability 69
Product Development Methods Influence Project Management 70
End Point 71
Stellar Performer: The Lean Startup Innovation Movement 72
Part 2 Defining The Project
Chapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78
Project Initiation’s Place in the Project Life Cycle 79
A Mini-Analysis Phase or a Complete Project 79
The Role of a Project Manager in Project Initiation 80
A Business Case Defines the Future Business Value 81
Business Risk and Project Risk 82
Managing Requirements is Tightly Linked to Project Initiation 82
Common Principles for Project Initiation 84
Project Selection and Prioritization 89
Basic Business Case Content 90
Designing a Realistic Initiation Process 94
Project Leadership: Focus on Value 94
End Point 95
Fast Foundation in Project Management 95
Stellar Performer: The Logical Framework Approach 96
Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105
Stakeholder Focus Throughout the Life of the Project 106
Stakeholder Management is Risk Management for People 108
Stakeholder Roles on Every Project 109
Stakeholder Roles: Project Manager 109
Stakeholder Roles: Project Team 110
Stakeholder Roles: Management 111
Stakeholder Roles: The Customer 114
Affected Stakeholders Can Make Crucial Contributions 116
Engage Affected Stakeholders 118
Lead the Stakeholders 118
End Point 119
Fast Foundation in Project Management 119
Chapter 7—Write The Rules: Manage Expectations and Define Success 121
Project Rules Are the Foundation 122
Publish a Project Charter 124
Write a Project Charter 126
Responsibility Matrix 134
End Point 136
Fast Foundation in Project Management 138
Part 3 The Planning Process
Chapter 8—Risk Management: Minimize The Threats To Your Project 143
All Project Management is Risk Management 145
The Risk Management Framework 147
Step One: Identify the Risks 149
Step Two: Analyze and Prioritize the Risks 153
Step Three: Develop Response Plans 159
Step Four: Establish Contingency and Reserve 165
Step Five: Continuous Risk Management 166
Unexpected Leadership 167
End Point 168
Fast Foundation in Project Management 168
Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170
Defining the Work Breakdown Structure 171
Building a Work Breakdown Structure 175
Criteria for a Successful Work Breakdown Structure 177
Work Package Size 181
When Very Small Tasks Make Sense 182
Planning for Quality 183
Breaking Down Large Programs 184
Contractors or Vendors Can Provide a WBS 185
End Point 186
Chapter 10—Realistic Scheduling 188
Planning Overview 189
Planning Step Two: Identify Task Relationships 190
Planning Step Three: Estimate Work Packages 195
Planning Step Four: Calculate an Initial Schedule 201
Planning Step Five: Assign and Level Resources 208
Small Projects Need Smaller Plans 220
End Point 221
Fast Foundation in Project Management 222
Chapter 11—Manage Agile Development With Scrum 223
Scrum is a Framework 225
Scrum at a Glance 225
Managing the Product Backlog 230
Make the Plan Visible: Task Boards and Burndown Charts 232
Key Factors for Scrum to Be Effective 235
Scrum and Project Management 236
End Point 236
Chapter 12—The Art and Science of Accurate Estimating 238
Estimating Fundamentals 239
Estimating Techniques 245
Building the Detailed Budget Estimate 255
Generating the Cash Flow Schedule 262
End Point 263
Fast Foundation in Project Management 264
Stellar Performer: Tynet, Inc. 265
Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269
Three Levels of Balancing a Project 270
Balancing at the Project Level 271
Balancing at the Business Case Level 281
Balancing at the Enterprise Level 285
End Point 286
Stellar Performer: Seattle Mariners Baseball Park 287
Stellar Performer: Boeing 767-400ER Program 291
Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294
Lessons from Film, Television, and Video Production 295
Lessons from Creating Video Games 299
Lessons from Music Production 302
Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305
End Point 310
Stellar Performer: Flexible Life Cycle Transcends Industries 311
Part 4 Controlling The Project
Chapter 15—Build A High-Performance Project Team 314
A Framework for Building High-Performance Teams 318
Leadership Responsibilities 323
Building a Positive Team Culture 324
Ground Rules 325
Team Identity 326
Team Listening Skills 331
Meeting Management 335
Collaborative Problem-Solving 337
Problem Analysis 338
Decision Modes 340
Conflict Management 345
Continuous Learning 348
Job Satisfaction 353
End Point 353
Fast Foundation in Project Management 354
Stellar Performer: Habitat for Humanity 355
Chapter 16—Communicate With Project Stakeholders 357
Embrace Your Role as a Leader 358
Creating a Communication Plan 358
Communicating Within the Project Team 365
Virtual Teams Benefit from Formal Communication 371
Closeout Reporting 374
End Point 375
Fast Foundation in Project Management 376
Stellar Performer: Lockheed Martin Aeronautics 377
Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381
Why the People Side Matters 382
Outcomes Desired: Individual Change Management Using ADKAR 385
Actions Required: Organizational Change Management 389
Roles: Who Does Change Management 391
End Point 392
Chapter 18—Control Scope To Deliver Value 393
The Change Control Process 394
Configuration Management 400
Change Control is Essential for Managing Expectations 402
End Point 402
Fast Foundation in Project Management 402
Chapter 19—Measure Progress 404
Measuring Schedule Performance 404
Measuring Cost Performance 409
Earned Value Reporting 411
Escalation Thresholds 419
Cost and Schedule Baselines 421
End Point 423
Chapter 20—Solve Common Project Problems 425
Responsibility Beyond Your Authority 425
Disaster Recovery 426
When the Customer Delays the Project 427
The Impossible Dream 428
Fighting Fires 429
Managing Volunteers 429
End Point 430
Part 5 Advancing Your Practice of Project Management
Chapter 21—Enterprise Project Management: Align Projects With Strategy 433
Defining Enterprise Project Management 435
Three Tiers of Management Within EPM: Portfolio, Program, Project 436
The Four Components of EPM: Process, People, Technology, PMO 440
Establish Consistent EPM Processes 441
Technology Enables EPM Processes 444
The People Who Deliver Projects 447
Support Project Management: The Project Management Office 448
End Point 456
Stellar Performer: Bill & Melinda Gates Foundation 458
Chapter 22—Requirements: Describe The Solution Target 465
Requirements and Project Management Are Intimately Connected 466
Requirement Types Illustrate the Evolving Product Vision 467
Requirements Scope and Processes 469
Requirements Development Activities 471
Requirements Management Activities 474
The Audience for Requirements 476
End Point 478
Chapter 23—Use The Quality Discipline To Hit The Target 480
The Cost of Quality 481
Build the Quality Discipline into a Project 483
Quality Assurance and Quality Control 485
Quality Practices Improve Requirements 487
The Quality Discipline Improves Processes 488
Quality is an Organizational Commitment 490
End Point 491
Chapter 24—Pass The Pmp Exam 493
Requirements to Earn the PMP 494
Top 10 Study Tips for the PMP Exam 494
End Point 497
Appendix A: Forms Available Online 498
Appendix B: The Detailed Planning Model 499
Notes 508
Index 511
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