Successful Project Management: A Step-by-Step Approach with Practical Examples, 4th Edition
September 2005, ©2005
1. What Is a Project?
Projects Are a Type of Work.
Projects Distinguished From Tasks and From Processes.
Programs are Collections of Projects.
Project Management Maturity.
Integrated Project Management.
The Project Management “Hat” is Different From the Technical or Product Management “Hat”.
Effective Project Managers Manage Expectations of Stakeholders.
A Roadmap of Five Important Program Management Functions.
PART 1. DEFINING THE GOALS OF A PROJECT.
2. Linking the Project to the Product.
Strategic Alignment of Projects.
The Product Life Cycle and the Project Life Cycle.
Project Completion Includes Delivering a Result that Meets the Requirements.
The Delivering Organization and the Consuming Organization.
All Projects Involve Agreements.
3. Balancing Competing Demands with the Triple Constraint.
Many Ways to Measure Project Performance.
The Triple Constraint.
A Model to Help Evaluate Competing Demands.
Adjusting Baseline for Risk.
How the Triple Constraint Helps to Explain Three Common Tradeoffs.
The Triple Constraint During Control.
Other Examples of Balancing Competing Demands: Financial Management.
Project Management as a Decision-Making Process.
4. Contracts, Negotiations, and Proposals.
Negotiating the Contract.
Proposals: a Special Kind of Project.
The Proposal Process.
PART 2. PLANNING A PROJECT.
5. Why and How to Plan a Project.
Integrated Project Planning.
Using Computer Software During Project Planning.
Applying Project Plans During Execution.
Project Planning is an Investment, Not an Expense.
6. The Work Breakdown Structure.
The Work Breakdown Structure.
The work Package and the WBS Dictionary.
Top-down Planning Approach for Developing the WBS.
Organizing the WBS for Completeness and Control.
Bottom-Up Planning Approach for Developing the WBS.
Validating the Work Scope.
Work Scope is Fundamental to Project Integration.
Overview of Scheduling Formats.
The Network Logic Diagram.
Why Use a Network Diagram?
8. Time Estimating and Compressing the Schedule.
Types of Time Estimates.
Earliest and Latest Start and Finish Times.
9. Cost Estimating and Budgeting.
Project Cost System.
10. The Impact of Limited Resources.
Time Versus Cost Trade-Off.
11. Risk and Contingency.
Ten Steps for Team-Based Risk Management.
Building a Culture for Good Decision Making.
PART 3. LEADING THE PEOPLE WHO WORK ON A PROJECT.
12. Organizational Design for Delivering Projects.
Three Organizational Forms.
Other Organizational Forms.
The Informal Organization.
13. Building the Project Team.
Core Team and Extended Team.
Staffing Starts with Project Scope.
Formal Project Authority.
Assigning Personnel to the Project.
Sources of Personnel.
The Virtual Project Team.
Turning a Group Into a True Team.
14. Organizing the Support Team.
Involvement and Commitment.
Interaction With Support Groups.
15. The Role of the Project Manager.
Project Manager Competencies.
Project Management Career Path.
What a Project Manager Does.
Theories of Motivation and Their Implications.
Three Useful Techniques.
16. Practical Tips for Project Managers.
Efficient Time Management.
PART 4. CONTROLLING THE PROJECT.
17. Essential of Project Control.
Develop a Baseline.
Develop a Performance Measurement System.
Measure Performance Against Baseline and Determine Variances.
18. Project Reviews.
The Necessity for Reviews.
The Conduct of Reviews.
19. Project Cost Reports.
Computer Cost Reports.
Cost Monitoring Problems.
Earned Value Management.
20. Handling Project Changes.
A Project Performance Track Record: Good or Bad?
The Process of Managing Changes.
Unmanaged Risks and Issues.
21. Solving the Inevitable Problems.
The General Approach.
Problem-Solving Meeting Styles.
PART 5. COMPLETING A PROJECT.
22. How to Complete a Project.
Winding Down the Project.
Managing Scope Change.
Increasing Odds of Success.
23. Final Wrap-Up.
Lessons Learned and Audits.
Intellectual Property and Other Ownership Rights.
PART 6. OTHER ISSUES IN PROJECT MANAGEMENT.
24. Small Projects.
25. New Product Development Projects.
Why New Product Development Projects Are Unique.
A General Framework.
26. Project Management Software.
When and Where to Use Computer Project Management Software.
Cautions with Computer Project Management Software.
27. Where Do You Go From Here?
Continuing Project Management Skill Development.
The Future of Project Management.
A Final Thought.
Appendix 1. Abbreviations Used in Project Management.
Appendix 2. Glossary of Project Management Terms.
Appendix 3. Examples of Planning Checklists for Project Managers.
GREGORY D. GITHENS has more than twenty years of experience as a project and program manager, practitioner, consultant, and trainer. He held membership in the core team for both the 2000 and 2004 versions of PMI's PMBOK Guide. He is the cofounder of the new product development specific interest group within PMI and was a member of the editorial advisory board for PMNetwork magazine from 1995 to 2003.
* Incorporates examples from Microsoft Project - the most widely used PC-based project management software - throughout.
* Includes expanded material on new product development projects.