The Fast Forward MBA in Project Management

Cover
Title Page
Copyright Page
Contents
Acknowledgments
About the Author
Preface
Part 1 Introduction
	CHAPTER 1 Project Management: A Platform for Innovation
		A Timeless Leadership Toolset
		Project Management is keeping Pace with Global Change
		Project Management is an Essential Leadership Skill Set
		Successful Projects Deliver Value
		The Art and Science of Project Leadership
		A Practical Checklist for Successful Projects: How This Book Will Help You
		Beyond the Book: Tools for Application and Continuous Learning
		End Point
		Stellar Performer: OrthoSpot
		Stellar Performer: PM4NGOs
	CHAPTER 2 Project Leadership: People Before Process
		The Project Leadership Challenge
		Build a Team Culture Suited to a Journey of Discovery
		Temporary Teams Form Before They Perform
		Build Personal Authority and Influence
		Project Leaders Need Political Savvy
		Your Decision to Lead
		End Point
	CHAPTER 3 Foundation Principles of Project Management
		Projects Require Project Management
		How a Project is Defined
		The Challenge of Managing Projects
		The Evolution of a Discipline
		The Definition of Project Success
		Project Management Functions
		Project Life Cycle
		Organizing for Projects
		Project Managers Are Leaders
		End Point
		Stellar Performer: Seattle Children’s Hospital and Regional Medical Center
	CHAPTER 4 Agile and Waterfall: Choose a Development Process
		Defining Value: A New Lens for Judging Projects Informs the Development Process
		Choose a Product Development Process That Delivers Value
		Best Practices for Capturing Requirements Are Integrated into a Product Development Process
		A Development Process Is Not Project Management
		Waterfall or Agile: Which Delivers the Best Value?
		Common Agile Practices
		Common Agile Benefits
		Choosing Between Agile and Waterfall Development
		Innovation Projects Experiment to Discover Desirability and Viability
		Product Development Methods Influence Project Management
		End Point
		Stellar Performer: The Lean Startup Innovation Movement
Part 2 Defining the Project
	CHAPTER 5 Project Initiation: Turn a Problem or Opportunity into a Business Case
		Project Initiation’s Place in the Project Life Cycle
		A Mini-Analysis Phase or a Complete Project
		The Role of a Project Manager in Project Initiation
		A Business Case Defines the Future Business Value
		Business Risk and Project Risk
		Managing Requirements Is Tightly Linked to Project Initiation
		Common Principles for Project Initiation
		Project Selection and Prioritization
		Basic Business Case Content
		Designing a Realistic Initiation Process
		Project Leadership: Focus on Value
		End Point
		Fast Foundation in Project Management
		Stellar Performer: The Logical Framework Approach
	CHAPTER 6 Engage Your Stakeholders and Win Their Cooperation
		Stakeholder Focus Throughout the Life of the Project
		Stakeholder Management Is Risk Management for People
		Stakeholder Roles on Every Project
		Stakeholder Roles: Project Manager
		Stakeholder Roles: Project Team
		Stakeholder Roles: Management
		Stakeholder Roles: The Customer
		Affected Stakeholders Can Make Crucial Contributions
		Engage Affected Stakeholders
		Lead the Stakeholders
		End Point
		Fast Foundation in Project Management
	CHAPTER 7 Write the Rules: Manage Expectations and Define Success
		Project Rules Are the Foundation
		Publish a Project Charter
		Write a Project Charter
		Responsibility Matrix
		End Point
		Fast Foundation in Project Management
PART 3 The Planning Process
	CHAPTER 8 Risk Management: Minimize the Threats to Your Project
		All Project Management Is Risk Management
		The Risk Management Framework
		Step One: Identify the Risks
		Step Two: Analyze and Prioritize the Risks
		Step Three: Develop Response Plans
		Step Four: Establish Contingency and Reserve
		Step Five: Continuous Risk Management
		Unexpected Leadership
		End Point
		Fast Foundation in Project Management
	CHAPTER 9 A Work Breakdown Structure Makes a Project Manageable
		Defining the Work Breakdown Structure
		Building a Work Breakdown Structure
		Criteria for a Successful Work Breakdown Structure
		Work Package Size
		When Very Small Tasks Make Sense
		Planning for Quality
		Breaking Down Large Programs
		Contractors or Vendors Can Provide a WBS
		End Point
	CHAPTER 10 Realistic Scheduling
		Planning Overview
		Planning Step Two: Identify Task Relationships
		Planning Step Three: Estimate Work Packages
		Planning Step Four: Calculate an Initial Schedule
		Planning Step Five: Assign and Level Resources
		Small Projects Need Smaller Plans
		End Point
		Fast Foundation in Project Management
	CHAPTER 11 Manage Agile Development with Scrum
		Scrum Is a Framework
		Scrum at a Glance
		Managing the Product Backlog
		Make the Plan Visible: Task Boards and Burndown Charts
		Key Factors for Scrum to Be Effective
		Scrum and Project Management
		End Point
	CHAPTER 12 The Art and Science of Accurate Estimating
		Estimating Fundamentals
		Estimating Techniques
		Building the Detailed Budget Estimate
		Generating the Cash Flow Schedule
		End Point
		Fast Foundation in Project Management
		Stellar Performer: Tynet, Inc.
	CHAPTER 13 Balance the Trade-Off Among Cost, Schedule, and Scope
		Three Levels of Balancing a Project
		Balancing at the Project Level
		Balancing at the Business Case Level
		Balancing at the Enterprise Level
		End Point
		Stellar Performer: Seattle Mariners Baseball Park
		Stellar Performer: Boeing 767-400ER Program
	CHAPTER 14 Managing Creative Projects: Insights from Media and Entertainment
		Lessons from Film, Television, and Video Production
		Lessons from Creating Video Games
		Lessons from Music Production
		Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects
		End Point
		Stellar Performer: Flexible Life Cycle Transcends Industries
PART 4 Controlling the Project
	CHAPTER 15 Build a High-Performance Project Team
		A Framework for Building High-Performance Teams
		Leadership Responsibilities
		Building a Positive Team Culture
		Ground Rules
		Team Identity
		Team Listening Skills
		Meeting Management
		Collaborative Problem-Solving
		Problem Analysis
		Decision Modes
		Conflict Management
		Continuous Learning
		Job Satisfaction
		End Point
		Fast Foundation in Project Management
		Stellar Performer: Habitat for Humanity
	CHAPTER 16 Communicate with Project Stakeholders
		Embrace Your Role as a Leader
		Creating a Communication Plan
		Communicating Within the Project Team
		Virtual Teams Benefit from Formal Communication
		Closeout Reporting
		End Point
		Fast Foundation in Project Management
		Stellar Performer: Lockheed Martin Aeronautics
	CHAPTER 17 Change Management: Engage Your Stakeholders to Maximize Value
		Why the People Side Matters
		Outcomes Desired: Individual Change Management Using ADKAR
		Actions Required: Organizational Change Management
		Roles: Who Does Change Management
		End Point
	CHAPTER 18 Control Scope to Deliver Value
		The Change Control Process
		Configuration Management
		Change Control Is Essential for Managing Expectations
		End Point
		Fast Foundation in Project Management
	CHAPTER 19 Measure Progress
		Measuring Schedule Performance
		Measuring Cost Performance
		Earned Value Reporting
		Escalation Thresholds
		Cost and Schedule Baselines
		End Point
	CHAPTER 20 Solve Common Project Problems
		Responsibility Beyond Your Authority
		Disaster Recovery
		When the Customer Delays the Project
		The Impossible Dream
		Fighting Fires
		Managing Volunteers
		End Point
PART 5 Advancing Your Practice of Project Management
	CHAPTER 21 Enterprise Project Management: Align Projects with Strategy
		Defining Enterprise Project Management
		Three Tiers of Management Within EPM: Portfolio, Program, Project
		The Four Components of EPM: Process, People, Technology, PMO
		Establish Consistent EPM Processes
		Technology Enables EPM Processes
		The People Who Deliver Projects
		Support Project Management: The Project Management Office
		End Point
		Stellar Performer: Bill & Melinda Gates Foundation
	CHAPTER 22 Requirements: Describe the Solution Target
		Requirements and Project Management Are Intimately Connected
		Requirement Types Illustrate the Evolving Product Vision
		Requirements Scope and Processes
		Requirements Development Activities
		Requirements Management Activities
		The Audience for Requirements
		End Point
	CHAPTER 23 Use the Quality Discipline to Hit the Target
		The Cost of Quality
		Build the Quality Discipline into a Project
		Quality Assurance and Quality Control
		Quality Practices Improve Requirements
		The Quality Discipline Improves Processes
		Quality Is an Organizational Commitment
		End Point
	CHAPTER 24 Pass the PMP Exam
		Requirements to Earn the PMP
		Top 10 Study Tips for the PMP Exam
		End Point
APPENDIX A Forms Available Online
APPENDIX B The Detailed Planning Model
Notes
Index
EULA