Project Management All-in-One For Dummies

Title Page
Copyright Page
Table of Contents
Introduction
	About This Book
	Foolish Assumptions
	Icons Used in This Book
	Beyond the Book
	Where to Go from Here
Book 1 In the Beginning: Project Management Basics
	Chapter 1 Achieving Results with Project Management
		Determining What Makes a Project a Project
			Understanding the three main components that define a project
			Recognizing the diversity of projects
			Describing the four phases of a project life cycle
		Defining Project Management
			Starting with the initiating processes
			Outlining the planning processes
			Examining the executing processes
			Surveying the monitoring and controlling processes
			Ending with the closing processes
		Knowing the Project Manager’s Role
			Looking at the project manager’s tasks
			Staving off excuses for not following a structured project-management approach
			Avoiding shortcuts
			Staying aware of other potential challenges
	Chapter 2 Involving the Right People
		Understanding Your Project’s Stakeholders
		Developing a Stakeholder Register
			Starting your stakeholder register
			Ensuring your stakeholder register is complete and up to date
			Using a stakeholder register template
		Determining Whether Stakeholders Are Drivers, Supporters, or Observers
			Distinguishing the different groups
			Deciding when to involve your stakeholders
			Using different methods to involve your stakeholders
			Making the most of your stakeholders’ involvement
		Displaying Your Stakeholder Register
		Confirming Your Stakeholders’ Authority
		Assessing Your Stakeholders’ Power and Interest
	Chapter 3 Developing Your Game Plan
		Divide and Conquer: Breaking Your Project into Manageable Chunks
			Thinking in detail
			Identifying necessary project work with a work breakdown structure
			Dealing with special situations
		Creating and Displaying Your Work Breakdown Structure
			Considering different schemes to create your WBS hierarchy
			Using one of two approaches to develop your WBS
			Categorizing your project’s work
			Labeling your WBS entries
			Displaying your WBS in different formats
			Improving the quality of your WBS
			Using templates
		Identifying Risks While Detailing Your Work
		Documenting What You Need to Know about Your Planned Project Work
Book 2 Steering the Ship: Planning and Managing a Project
	Chapter 1 You Want This Project Done When?
		Picture This: Illustrating a Work Plan with a Network Diagram
			Defining a network diagram’s elements
			Drawing a network diagram
		Analyzing a Network Diagram
			Reading a network diagram
			Interpreting a network diagram
		Working with Your Project’s Network Diagram
			Determining precedence
			Using a network diagram to analyze a simple example
		Developing Your Project’s Schedule
			Taking the first steps
			Avoiding the pitfall of backing in to your schedule
			Meeting an established time constraint
			Applying different strategies to arrive at your destination in less time
		Estimating Activity Duration
			Determining the underlying factors
			Considering resource characteristics
			Finding sources of supporting information
			Improving activity duration estimates
		Displaying Your Project’s Schedule
	Chapter 2 Starting Your Project Team Off on the Right Foot
		Finalizing Your Project’s Participants
			Are you in? Confirming your team members’ participation
			Assuring that others are on board
			Filling in the blanks
		Developing Your Team
			Reviewing the approved project plan
			Developing team and individual goals
			Specifying team-member roles
			Defining your team’s operating processes
			Supporting the development of team-member relationships
			Resolving conflicts
			All together now: Helping your team become a smooth-functioning unit
		Laying the Groundwork for Controlling Your Project
			Selecting and preparing your tracking systems
			Establishing schedules for reports and meetings
			Setting your project’s baseline
		Hear Ye, Hear Ye! Announcing Your Project
		Setting the Stage for Your Post-Project Evaluation
	Chapter 3 Monitoring Progress and Maintaining Control
		Holding the Reins: Project Control
		Establishing Project Management Information Systems
			The clock’s ticking: Monitoring schedule performance
			All in a day’s work: Monitoring work effort
			Follow the money: Monitoring expenditures
		Putting Your Control Process into Action
			Heading off problems before they occur
			Formalizing your control process
			Identifying possible causes of delays and variances
			Identifying possible corrective actions
			Getting back on track: Rebaselining
		Reacting Responsibly When Changes Are Requested
			Responding to change requests
			Creeping away from scope creep
	Chapter 4 Bringing Your Project to Closure
		Staying the Course to Completion
			Planning ahead for your project’s closure
			Updating your initial closure plans when you’re ready to wind down the project
			Charging up your team for the sprint to the finish line
		Handling Administrative Issues
		Providing a Smooth Transition for Team Members
		Surveying the Results: The Post-Project Evaluation
			Preparing for the evaluation throughout the project
			Setting the stage for the evaluation meeting
			Conducting the evaluation meeting
			Following up on the evaluation
Book 3 Helping Out: Using Tools on a Project
	Chapter 1 Considering Checklists and Templates
		Using Checklists Properly
		Understanding Checklist Types
		Trying Templates
		Reviewing Project Structure
			Kicking off the project
			Doing the planning
			Delivering project products
			Closing the project
			Evaluating the project
	Chapter 2 The Key Documents for Managing a Project
		Kicking Off
		Project Planning
			The major planning documents
			The logs
			Control checklists
		Controlling a Project
		Thinking About What You Need
	Chapter 3 Working with Microsoft Project 2019
		Connecting Project 2019 to Project Management
			Defining “project manager”
			Identifying what a project manager does
			Introducing Project 2019
		Getting to Know You
			Opening Project 2019
			Navigating Ribbon tabs and the Ribbon
			Displaying more tools
		An Updated Feature: Tell Me What You Want to Do
	Chapter 4 Surveying Cool Shortcuts in Project 2019
		Task Information
		Resource Information
		Frequently Used Functions
		Subtasks
		Quick Selections
		Fill Down
		Navigation
		Hours to Years
		Timeline Shortcuts
		Quick Undo and Repeat
Book 4 A New Method: Agile Project Management
	Chapter 1 Applying the Agile Manifesto and Principles
		Understanding the Agile Manifesto
		Outlining the Four Values of the Agile Manifesto
			Value 1: Individuals and interactions over processes and tools
			Value 2: Working software over comprehensive documentation
			Value 3: Customer collaboration over contract negotiation
			Value 4: Responding to change over following a plan
		Defining the 12 Agile Principles
			Agile principles of customer satisfaction
			Agile principles of quality
			Agile principles of teamwork
			Agile principles of product development
		Adding the Platinum Principles
			Resisting formality
			Thinking and acting as a team
			Visualizing rather than writing
		Seeing Changes as a Result of Agile Values
		Taking the Agile Litmus Test
	Chapter 2 Defining the Product Vision and Product Roadmap
		Agile Planning
			Progressive elaboration
			Inspect and adapt
		Defining the Product Vision
			Step 1: Developing the product objective
			Step 2: Creating a draft vision statement
			Step 3: Validating and revising the vision statement
			Step 4: Finalizing the vision statement
		Creating a Product Roadmap
			Step 1: Identifying product stakeholders
			Step 2: Establishing product requirements
			Step 3: Arranging product features
			Step 4: Estimating efforts and ordering requirements
			Step 5: Determining high-level time frames
			Saving your work
		Completing the Product Backlog
	Chapter 3 Planning Releases and Sprints
		Refining Requirements and Estimates
			What is a user story?
			Steps to create a user story
			Breaking down requirements
			Estimation poker
			Affinity estimating
		Release Planning
		Preparing for Release
			Preparing the product for deployment
			Prepare for operational support
			Preparing the organization
			Preparing the marketplace
		Sprint Planning
			The sprint backlog
			The sprint planning meeting
	Chapter 4 Working throughout the Day
		Planning Your Day: The Daily Scrum
			Covering important topics
			Ensuring an effective meeting
		Tracking Progress
			The sprint backlog
			The task board
		Understanding Agile Roles in the Sprint
			Keys for daily product owner success
			Keys for daily development team member success
			Keys for daily scrum master success
			Keys for daily stakeholder success
			Keys for daily agile mentor success
		Creating Shippable Functionality
			Elaborating
			Developing
			Verifying
			Identifying roadblocks
		Implementing Information Radiators
		Wrapping Up at the End of the Day
	Chapter 5 Showcasing Work, Inspecting, and Adapting
		The Sprint Review
			Preparing to demonstrate
			The sprint review meeting
			Collecting feedback in the sprint review meeting
		The Sprint Retrospective
			Planning for retrospectives
			The retrospective meeting
			Inspecting and adapting
Book 5 A Popular Agile Approach: Running a Scrum Project
	Chapter 1 The First Steps of Scrum
		Getting Your Scrum On
			Show me the money
			I want it now
			I’m not sure what I want
			Is that bug a problem?
			Your company’s culture
		The Power in the Product Owner
		Why Product Owners Love Scrum
		The Company Goal and Strategy: Stage 1
			Structuring your vision
			Finding the crosshair
		The Scrum Master
			Scrum master traits
			Scrum master as servant leader
			Why scrum masters love scrum
		Common Roles Outside Scrum
			Stakeholders
			Scrum mentors
	Chapter 2 Planning Your Project
		The Product Roadmap: Stage 2
			Take the long view
			Use simple tools
			Create your product roadmap
			Set your time frame
		Breaking Down Requirements
			Prioritization of requirements
			Levels of decomposition
			Seven steps of requirement building
		Your Product Backlog
			The dynamic to-do list
			Product backlog refinement
			Other possible backlog items
		Product Backlog Common Practices
			User stories
			Further refinement
	Chapter 3 The Talent and the Timing
		The Development Team
			The uniqueness of scrum development teams
			Dedicated teams and cross-functionality
			Self-organizing and self-managing
			Co-locating or the nearest thing
		Getting the Edge on Backlog Estimation
		Your Definition of Done
		Common Practices for Estimating
			Fibonacci numbers and story points
			Velocity
	Chapter 4 Release and Sprint Planning
		Release Plan Basics: Stage 3
			Prioritize, prioritize, prioritize
			Release goals
			Release sprints
			Release plan in practice
		Sprinting to Your Goals
			Defining sprints
			Planning sprint length
			Following the sprint life cycle
		Planning Your Sprints: Stage 4
			Sprint goals
			Phase I
			Phase II
		Your Sprint Backlog
			The burndown chart benefit
			Setting backlog capacity
			Working the sprint backlog
			Prioritizing sprints
	Chapter 5 Getting the Most Out of Sprints
		The Daily Scrum: Stage 5
			Defining the daily scrum
			Scheduling a daily scrum
			Conducting a daily scrum
			Making daily scrums more effective
		The Team Task Board
			Swarming
			Dealing with rejection
			Handling unfinished requirements
		The Sprint Review: Stage 6
			The sprint review process
			Stakeholder feedback
			Product increments
		The Sprint Retrospective: Stage 7
			The sprint retrospective process
			The Derby and Larsen process
			Inspection and adaptation
	Chapter 6 Inspect and Adapt: How to Correct Your Course
		The Need for Certainty
		The Feedback Loop
		Transparency
		Antipatterns
		External Forces
		In-Flight Course Correction
		Testing in the Feedback Loop
		A Culture of Innovation
Book 6 The Next Level: Enterprise Agility
	Chapter 1 Taking It All In: The Big Picture
		Defining Agile and Enterprise Agility
			Understanding agile product delivery
			Defining “enterprise agility”
			Checking out popular enterprise agile frameworks
			Practicing as much agile as your organization can tolerate
		Achieving Enterprise Agility in Three Not-So-Easy Steps
			Step 1: Review the top enterprise agile frameworks
			Step 2: Identify your organization’s existing culture
			Step 3: Create a strategy for making big changes
	Chapter 2 Sizing Up Your Organization
		Committing to Radical Change
		Understanding What Culture Is and Why It’s So Difficult to Change
			Figuring out why culture is so entrenched
			Avoiding the common mistake of trying to make agile fit your organization
		Identifying Your Organization’s Culture Type
			Running with the wolf pack in a control culture
			Rising with your ability in a competence culture
			Nurturing your interns in a cultivation culture
			Working it out together in a collaboration culture
		Laying the Groundwork for a Successful Transformation
			Appreciating the value of an agile organization
			Clarifying your vision
			Planning for your transformation
	Chapter 3 Driving Organizational Change
		Choosing an Approach: Top-Down or Bottom-Up
		Driving Change from Top to Bottom with the Kotter Approach
			Step 1: Create a sense of urgency around a Big Opportunity
			Step 2: Build and evolve a guiding coalition
			Step 3: Form a change vision and strategic initiatives
			Step 4: Enlist a volunteer army
			Step 5: Enable action by removing barriers
			Step 6: Generate (and celebrate) short-term wins
			Step 7: Sustain acceleration
			Step 8: Institute change
			Improving your odds of success
		Driving a Grassroots Change: A Fearless Approach
			Recruiting a change evangelist
			Changing without top-down authority
			Making change a self-fulfilling prophecy
			Looking for change patterns
			Recruiting innovators and early adopters
			Tailoring your message
			Steering clear of change myths
		Overcoming Obstacles Related to Your Organization’s Culture
			Seeing how culture can sink agile
			Acknowledging the challenge
			Prioritizing the challenge
			Gaining insight into motivation
	Chapter 4 Putting It All Together: Taking Steps toward an Agile Enterprise
		Step 1: Identifying Your Organization’s Culture
		Step 2: Listing the Strengths and Challenges with Changing Your Culture
		Step 3: Selecting the Best Approach to Organizational Change Management
		Step 4: Training Managers on Lean Thinking
		Step 5: Starting a Lean-Agile Center of Excellence (LACE)
		Step 6: Choosing a High-Level Value Stream
		Step 7: Assigning a Budget to the Value Stream
		Step 8: Selecting an Enterprise Agile Framework
		Step 9: Shifting from Detailed Plans to Epics
		Step 10: Respecting and Trusting Your People
Book 7 Making It Official: PMP Certification
	Chapter 1 Introducing the PMP Exam
		Going Over the PMP Exam Blueprint
			Knowledge and skills
			Code of ethics and professional conduct
			Exam scoring
		Digging into the Exam Domains
			Initiating the project
			Planning the project
			Executing the project
			Monitoring and controlling the project
			Closing the project
		Applying for and Scheduling the Exam
			Surveying the application process
			Scheduling your exam
		Taking the Exam
			Arriving on exam day
			Looking at types of questions
			Trying some exam-taking tips
			Getting your results
		Preparing for the Exam
	Chapter 2 It’s All about the Process
		Managing Your Project Is a Process
		Understanding Project Management Process Groups
		Before the Project Begins
			Initiating processes
			Planning processes
			Executing processes
			Monitoring and Controlling processes
			Closing processes
		The Ten Knowledge Areas
			Project Integration Management
			Project Scope Management
			Project Schedule Management
			Project Cost Management
			Project Quality Management
			Project Resource Management
			Project Communications Management
			Project Risk Management
			Project Procurement Management
			Project Stakeholder Management
		Mapping the Processes
	Chapter 3 Reviewing the PMI Code of Ethics and Professional Conduct
		Beginning with the Basics of the Code
		Responsibility
			Responsibility aspirational standards
			Responsibility mandatory standards
		Respect
			Respect aspirational standards
			Respect mandatory standards
		Fairness
			Fairness aspirational standards
			Fairness mandatory standards
		Honesty
			Honesty aspirational standards
			Honesty mandatory standards
		Keeping Key Terms in Mind
Index
EULA