Lessons in Project Management 2nd Edition


Lessons in Project Management 2nd Edition [2 ed.]
1430238348, 9781430238348

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SKU: 1430238348, 9781430238348 Category: Tag:

Most of the project management books on the market are basically textbooks. They are dry to begin with, and don’t focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis.   Each case study in Lessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language. The format allows you to more easily relate to the book, since it brings into play a project scenario with practical project management lessons to be learned. You’ll also recognize recurring characters who appear in multiple stories, and you’ll start to develop some empathy for and interest in their struggles. What you’ll learn How to understand a problem How to use the authors’ ten-step approach to project management How to resolve a given problem with methods appropriate to the size of the project About underpromising and underdelivering Tips on managing projects, such as developing rapport with project managers and team members Who this book is for No prior project management experience is assumed. This book is for the millions of people who manage projects, regardless of size. This book is quite helpful for managers in the middle of a project who may be experiencing problems. Table of Contents Understand the Characteristics of a Project  Always Have an Identified and Committed Sponsor Report Status on All Projects  Focus on Deadline Dates  Apply Some Level of Project Management Discipline Define and Plan the Work Don’t “Microbuild” or Micromanage the Workplan  Hire a Diverse Project Team Define the Many Aspects of What Is In Scope and Out of Scope  Use the “Big Three” Documents Use Scope Change Management Collect Metrics Give Performance Feedback Routinely Ensure Issues Management Is Everyone’s Responsibility  Shorten Long Meetings to Sharpen the Focus  Identify the Root Cause of Problems Use Quality Assurance Techniques to Validate Project Status Cancel Projects That Lose Business Support  Use Risk Management to Respond to Discover Potential Problems Focus Your Quality Management on Processes, Not People  Don’t Use Your Estimating Contingency for Scope Changes  Develop a Communication Plan for Complex Projects  Scale Your Processes Based on Project Size  Plan the Project Even If You Start the Work at the Same Time  Identify the Critical Path and How This Path Drives the Deadline Date  Change Assumptions to Revise an Estimate  Don’t Forget Face-to-Face Communication on Your Project  Make Quality a Mindset and Ongoing Process  Batch Small Scope Change Requests for Sponsor Approval  Manage Your Vendor Projects Proactively Look for Risks Inherent to Your Project  Get Sponsor Approval Before Investigating Large Scope Change Requests Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value   Use Multiple Estimating Techniques  Keep Your Schedule Up to Date  Use Issues Management to Choose the Best of Bad Alternatives  Collect Metrics That Can Lead to Fundamental Improvements  Evaluate All Risk Response Options in the Risk Plan  Manage Client Expectations  Use Milestones to Track Overall Progress  Catch Errors As Early as Possible  Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviations  Be Proactive to Accelerate the Project Schedule  Use the Work Breakdown Structure to Identify All the Work Write Your Status Reports From the Readers’ Perspective  Update Your Risk Plan Throughout the Project  Don’t Deliver More Than the Client Requested  Make One Person Responsible for Each Activity Focus on Deadlines to Keep Your Project from Wandering  Gain Agreement on Project Metrics Ahead of Time


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