Project management for dummies:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, N.J.
Wiley
2007
|
| Ausgabe: | 2. ed. |
| Schriftenreihe: | ... for Dummies
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 366 S. Ill., graph. Darst. |
| ISBN: | 9780470049235 0470049235 |
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| 245 | 1 | 0 | |a Project management for dummies |c by Stanley E. Portny |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Hoboken, N.J. |b Wiley |c 2007 | |
| 300 | |a XVIII, 366 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804137394953256960 |
|---|---|
| adam_text | Contents at a Glance
Introduction................................................................. /
Part h Understanding Expectations (The Who,
What, and Why of l/our Project)....................................7
Chapter 1: Project Management: The Key to Achieving Results..................................9
Chapter 2: Clarifying What You re Trying to Accomplish — and Why......................23
Chapter 3: Knowing Your Project s Audience: Involving the Right People...............45
Chapter 4: Developing Your Game Plan: Getting from Here to There........................61
Part 11: Determining When and Hour Much....................83
Chapter 5: You Want This Project Done When?............................................................85
Chapter 6: Establishing Whom You Need, How Much, and When...........................117
Chapter 7: Planning for Other Resources and Developing the Budget...................139
Chapter 8: Dealing with Risk and Uncertainty............................................................149
Part 111: Putting l/our Team Together..........................167
Chapter 9: Aligning the Key Players for Your Project................................................169
Chapter 10: Defining Team Members Roles and Responsibilities...........................181
Chapter 11: Starting Your Team Off on the Right Foot..............................................201
Part IV: Steering the Ship: Managing
lour Project to Success.............................................215
Chapter 12: Tracking Progress and Maintaining Control..........................................217
Chapter 13: Keeping Everyone Informed....................................................................243
Chapter 14: Encouraging Peak Performance by Providing
Effective Leadership....................................................................................................255
Chapter 15: Bringing Your Project to Closure.............................................................265
Part V: Taking lour Project Management
to the Next Level......................................................277
Chapter 16: Managing Multiple Projects.....................................................................279
Chapter 17: Using Technology to Up Your Game.......................................................291
Chapter 18: Improving Individual and Organizational Skills and Practices............305
Chapter 19: Monitoring Project Performance with Earned Value Management.....315
Part f/1: The Part of Tens...........................................327
Chapter 20: Ten Questions to Help You Plan Your Project.......................................329
Chapter 21: Ten Tips for Being a Better Project Manager.........................................333
Appendix A: Glossary................................................337
Appendix B: Combining the Techniques
into Smooth Ffou/ina Processes...................................3k5
Index.......................................................................349
Table of Contents
Introduction................................................................../
About This Book...............................................................................................2
Conventions Used in This Book.....................................................................2
What You re Not to Read.................................................................................2
Foolish Assumptions.......................................................................................3
How This Book Is Organized...........................................................................3
Icons Used in This Book..................................................................................5
Where to Go from Here....................................................................................6
Part 1: Understanding Expectations (The Who,
What, and Why ofl/our Project)....................................7
Chapter 1: Project Management: The Key to Achieving Results .....9
What Exactly Is a Project?...............................................................................9
Defining Project Management.......................................................................11
Knowing the Project Manager s Role...........................................................12
Looking at the project manager s tasks.............................................12
Staving off potential excuses..............................................................13
Considering the Life and Times of Your Project........................................14
The conceive phase: In the beginning............................................15
The define phase: Establish the plan.................................................17
The start phase: Get ready, get set....................................................18
The perform phase: Go!.......................................................................19
The close phase: Stop!.........................................................................19
Anticipating the Most Common Mistakes...................................................20
Do I Have What It Takes to Be an Effective Project Manager?..................21
Chapter 2: Clarifying What You re Trying
to Accomplish — and Why ....................................23
Defining Your Project with a Statement of Work........................................23
Looking at the Big Picture: How Your Project Fits In.................................25
Figuring out why you re doing this project.......................................26
Drawing the line: Where your project starts and stops..................34
Designing your approach to project work........................................35
Specifying your project s objectives..................................................36
Marking the Boundaries................................................................................40
Working within limitations..................................................................41
Dealing with needs...............................................................................43
Facing the Unknowns When Planning.........................................................43
Project Management For Dummies, 2nd Edition
Chapter 3: Knowing Your Project s Audience:
Involving the Right People.....................................45
Understanding Your Project s Audiences...................................................45
Developing an Audience List........................................................................46
Ensuring your audience list is complete and up-to-date.................50
Making an audience list template.......................................................52
Identifying the Drivers, Supporters, and Observers
in Your Audience........................................................................................53
Deciding when to involve them..........................................................54
Using different methods to keep them involved..............................57
Getting People with Sufficient Authority....................................................59
Chapter 4: Developing Your Game Plan: Getting
from Here to There............................................61
Dividing and Conquering: Working on Your Project
in Manageable Chunks...............................................................................61
Thinking in detail..................................................................................62
Thinking of hierarchy...........................................................................63
Dealing with special situations...........................................................67
Creating and Displaying Your Work Breakdown Structure.......................71
Considering different hierarchal schemes
for classifying activities...................................................................71
Developing your WBS..........................................................................72
t Taking different paths to the same end.............................................74
/;? Labeling your WBS entries..................................................................75
Displaying your WBS in different formats.........................................76
f Improving the quality of your WBS....................................................78
Using templates....................................................................................79
Identifying Risks While Detailing Your Activities ........................80
Gathering What You Need to Know about Your Activities.......................81
Part 11: determining When and How Much....................S3
Chapter 5: You Want This Project Done When?...................85
Illustrating Your Work Plan with a Network Diagram................................86
Defining a network diagram s elements.............................................86
Drawing your network diagram.............. ....................88
Analyzing Your Network Diagram................................. .............................89
Reading your network diagram..................ZZZZZZ........................90
Interpreting your network diagram .... ...............91
Working with Your Project s Network Diagram ZZZZZZ.........................96
Determining precedence.....................................................................96
Using a network diagram to analyze a simple example...................99
Developing Your Project s Schedule............... ...........103
Taking the first steps................................. .................... ..............103
Avoiding the pitfall of backing in to yourscheduleZZZZZZ..........104
Table of Contents
Meeting an established time constraint..........................................105
Illustrating ways to shorten a schedule..........................................106
Estimating Activity Duration......................................................................Ill
Determining the underlying factors.................................................112
Considering resource characteristics..............................................112
Finding sources of supporting information....................................113
Improving activity span-time estimates..........................................114
Displaying Your Project s Schedule...........................................................115
Chapter 6: Establishing Whom You Need, How Much, and When .. .117
Determining People s Skills and Knowledge.............................................118
Working with a Skills Roster.............................................................118
Depicting skill and knowledge levels in more detail......................119
Creating the Skills Roster..................................................................120
Reconciling ratings: When a person and her supervisor s
views differ......................................................................................121
Estimating Needed Commitment...............................................................122
Using a Human Resources Matrix....................................................122
Describing needed personnel...........................................................123
Estimating required work effort.......................................................124
Factoring in productivity, efficiency, and availability....................125
Reflecting efficiency when you use historical data........................127
Factoring efficiency into personal estimates..................................128
Ensuring You Can Meet Your Resource Commitments...........................131
Planning your initial allocations.......................................................131
Resolving potential resource overloads..........................................133
Coordinating assignments across multiple projects.....................136
Chapter 7: Planning for Other Resources and
Developing the Budget.......................................139
Planning for Nonpersonnel Resources......................................................139
Making Sense of the Dollar: Project Costs and Budgets.........................141
Looking at different types of project costs.....................................142
Developing your project budget.......................................................143
Chapter 8: Dealing with Risk and Uncertainty...................149
Defining Risk and Risk Management..........................................................150
Focusing on Risk Factors and Risks...........................................................151
Recognizing risk factors....................................................................151
Identifying risks..................................................................................155
Assessing Risks: The Likelihood and Consequences..............................156
Gauging the likelihood of a risk........................................................156
Estimating the extent of the consequences....................................159
Managing Risk...............................................................................................161
Choosing the risks you want to manage.........................................161
Developing a risk-management strategy.........................................162
Communicating about risks..............................................................164
Preparing a Risk-Management Plan...........................................................165
Project Management For Dummies, 2nd Edition
Part 111: Putting your Team Together..........................167
Chapter 9: Aligning the Key Players for Your Project.............169
Defining the Organizational Environment.................................................169
Matrix structure..................................................................................170
Other structures.................................................................................172
Recognizing the Key Players in a Matrix Environment...........................175
Project manager..................................................................................176
Project team members.......................................................................177
Functional managers..........................................................................177
Upper management............................................................................178
Working Successfully in a Matrix Environment..!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l79
Chapter 10: Defining Team Members Roles
and Responsibilities............................. 181
Understanding the Key Concepts..............................................................181
Distinguishing authority, responsibility, and accountabiiity ! !!!!l82
Comparing authority and responsibility 182
Making Project Assignments: Everything You Need to Know..............
(And More)........................................ lg3
Deciding what to delegate......I!!!!!!!!!!!!!!!!!.......................................183
Supporting your delegations of authority !!!...................................185
Delegating to achieve results........................ 187
Sharing responsibility..................... ................................................188
Holding people accountable whenthey don;treportto you !!!!!!!l89
IllustratingRelationships with a Linear Responsibility Chart..............191
Reading an LRC.......................... 193
Developing an LRC.................!!!! !!!.................................................195
Ensuring your chart is accurate !!!...................................................196
Dealing with Micromanagement....... ................................................198
Understanding why a person micromanag es..................................198
Helping a micromanager gain confidence in you ...................... 199
Working with a micromanager.................... ...................... 200
Chapter 11: Starting Your Team Off on the Right Foot........201
Finalizing Your Project s Participants 202
coining team members ^i;::!:::!:::::::::!:::::::::::!
„.„. - ; others are on board........ ..............................204
Filling m the blanks... .........................................f£
Developing Your Team...... ................................................................;£j
Reviewing the approved projectplan:::.......................................207
Developing team and individual goals. .....................................207
Defining team member roles ..........................................11
Defining your team s operating processes......................................208
velopment of team member relationships ! ^
i to become a smooth-functioning unit............209
Table of Contents
Laying the Groundwork for Controlling Your Project..............................211
Selecting and preparing your tracking systems.............................211
Establishing schedules for reports and meetings..........................213
Setting your project s baseline.........................................................213
Announcing Your Project............................................................................213
Laying the Groundwork for Your Post-Project Evaluation......................214
Part IV: Steering the Ship: Managing
lour Project to Success..............................................215
Chapter 12: Tracking Progress and Maintaining Control..........217
Controlling Your Project..............................................................................217
Establishing Project Management Information Systems.........................219
Identifying the three parts of a PM1S...............................................219
Monitoring schedule performance...................................................220
Monitoring work effort......................................................................226
Monitoring expenditures...................................................................230
Putting Your Control Process into Action.................................................235
Heading off problems before they occur.........................................235
Formalizing your control process....................................................236
Identifying possible causes of delays and variances.....................237
Identifying possible corrective actions...........................................238
Getting back on track: Rebaselining................................................239
Reacting Responsibly When Changes Are Requested.............................239
Responding to change requests.......................................................240
Creeping away from scope creep.....................................................241
Chapter 13: Keeping Everyone Informed........................243
Choosing the Appropriate Medium...........................................................244
Just the facts: Written reports..........................................................244
Move it along: Meetings that work...................................................246
Preparing a Written Project-Progress Report...........................................248
Making a list (of names), checking it twice.....................................249
Knowing what s hot, what s not in your report..............................249
Earning a Pulitzer, or at least writing an interesting report..........250
Holding Key Project Meetings....................................................................251
Regularly scheduled team meetings................................................251
Ad hoc team meetings.......................................................................253
Upper-management progress reviews.............................................254
Chapter 14: Encouraging Peak Performance by Providing
Effective Leadership.........................................255
Practicing Management and Leadership...................................................255
Developing Personal Power and Influence...............................................256
Understanding why people will do what you ask..........................257
Establishing the bases of your power.............................................258
Project Management For Dummies, 2nd Edition
Creating and Sustaining Team-Member Motivation.................................260
Increasing commitment by clarifying your project s benefits......261
Encouraging persistence by demonstrating project feasibility ...262
Letting people know how they re doing..........................................263
Providing rewards for work well done.............................................264
Chapter 15: Bringing Your Project to Closure....................265
Staying the Course to Completion.............................................................265
Plan ahead for concluding your project..........................................266
Update your plans as you prepare closure activities....................267
Charge up your team for the sprint to the finish line....................267
Handling the Administrative Issues...........................................................268
Providing a Good Transition for Team Members.....................................268
Conducting a Post-Project Evaluation.......................................................269
Preparing for the meeting throughout the project........................271
Setting the stage for the post-project evaluation meeting............272
Conducting the post-project evaluation meeting...........................274
Following up on the post-project evaluation..................................275
Part V: Taking lour Project Management
to the Next Level.......................................................277
Chapter 16: Managing Multiple Projects .......................279
Defining a Multiple-Project Environment.. .............279
Planning in a Multiple-Project Environment.............................................281
Identifying project audiences....................... ....................281
Preparing the Statement of Work.....................................................282
Developing the Work Breakdown Structure.................!..................282
Differentiating people s roles............................................................282
Identifying cross-project dependencies ........................ . . ...............283
Heading off conflicting resource demands ...... ...........283
Addressing risks in a multiple-project environment......................284
starting a Project in a Multiple-Project Setting. ..................285
Formalizing resource commitments........ ................285
Creating the project team....... ........................ 286
Introducing the project to the organization........................ZZ......287
Performing the Projects) - Putting the Plan into Action!! .................287
Detailing for successful daily activities .........287
Reporting on progress.................... .................. .....288
Managing changes........ .........................................................289
Taking Advantage of Special Opportunities.....................................!!!!!!! 289
Planning for similar activities... 289
Making use of economies of scale !!!!!!!!!!!!.....................!!!!!!!!!!!!....29O
Table of Contents
Chapter 17: Using Technology to Up Your Game .................291
Using Computer Software Effectively........................................................292
Looking at your software options....................................................292
Supporting your software..................................................................297
Introducing project-management software
into your operations.......................................................................299
Making Use of E-Mail....................................................................................299
The pros and cons of e-mail..............................................................300
Using e-mail appropriately................................................................301
Getting the most out of your e-mail.................................................302
Making Use of Communication Technology
to Support Virtual Teams........................................................................303
Chapter 18: Improving Individual and Organizational Skills
and Practices...............................................305
Continuing to Improve Your Skills and Knowledge.................................305
Attending the appropriate formal training......................................306
Working with a mentor......................................................................309
Obtaining a professional certification.............................................310
Bringing Improved Project Management Practices
to the Workplace......................................................................................310
Using your new skills and knowledge..............................................311
Sharing your new skills and knowledge..........................................312
Chapter 19: Monitoring Project Performance with
Earned Value Management...................................315
Defining Earned Value Management (EVM)..............................................315
Understanding the EVM formulas....................................................316
Looking at a simple example.............................................................318
Determining the reasons for observed variances..........................320
Applying EVM to Your Project: The How-To.............................................320
Calculating Earned Value.............................................................................324
Part M: The Part of Tens............................................327
Chapter 20: Ten Questions to Help You Plan Your Project.........329
What s the Purpose of Your Project?.........................................................329
Whom Do You Need to Involve?.................................................................330
What Results Will You Produce?................................................................330
What Constraints Must You Satisfy?..........................................................330
What Assumptions Are You Making?.........................................................331
What Work Must Be Done?..........................................................................331
When Does Each Activity Start and End?..................................................331
Project Management For Dummies, 2nd Edition
Who Will Perform the Project Work?.........................................................332
What Other Resources Do You Need?.......................................................332
What Can Go Wrong?...................................................................................332
Chapter 21: Ten Tips for Being a Better Project Manager.........333
Be a Why Person.......................................................................................333
Be a Can-Do Person..................................................................................333
Say What You Mean; Mean What You Say.................................................334
View People as Allies, Not Adversaries.....................................................334
Respect Other People..................................................................................334
Think Big Picture..........................................................................................334
Think Detail...................................................................................................334
Assume Cautiously.......................................................................................335
Acknowledge Good Performance...............................................................335
Be a Manager and a Leader.........................................................................335
Appendix A: Glossary.................................................337
Appendix 8: Combining the Techniques into Smooth
Fioulinq Processes.....................................................3h5
Index........................................................................
|
| adam_txt |
Contents at a Glance
Introduction. /
Part h Understanding Expectations (The Who,
What, and Why of l/our Project).7
Chapter 1: Project Management: The Key to Achieving Results.9
Chapter 2: Clarifying What You're Trying to Accomplish — and Why.23
Chapter 3: Knowing Your Project's Audience: Involving the Right People.45
Chapter 4: Developing Your Game Plan: Getting from Here to There.61
Part 11: Determining When and Hour Much.83
Chapter 5: You Want This Project Done When?.85
Chapter 6: Establishing Whom You Need, How Much, and When.117
Chapter 7: Planning for Other Resources and Developing the Budget.139
Chapter 8: Dealing with Risk and Uncertainty.149
Part 111: Putting l/our Team Together.167
Chapter 9: Aligning the Key Players for Your Project.169
Chapter 10: Defining Team Members' Roles and Responsibilities.181
Chapter 11: Starting Your Team Off on the Right Foot.201
Part IV: Steering the Ship: Managing
\lour Project to Success.215
Chapter 12: Tracking Progress and Maintaining Control.217
Chapter 13: Keeping Everyone Informed.243
Chapter 14: Encouraging Peak Performance by Providing
Effective Leadership.255
Chapter 15: Bringing Your Project to Closure.265
Part V: Taking \lour Project Management
to the Next Level.277
Chapter 16: Managing Multiple Projects.279
Chapter 17: Using Technology to Up Your Game.291
Chapter 18: Improving Individual and Organizational Skills and Practices.305
Chapter 19: Monitoring Project Performance with Earned Value Management.315
Part f/1: The Part of Tens.327
Chapter 20: Ten Questions to Help You Plan Your Project.329
Chapter 21: Ten Tips for Being a Better Project Manager.333
Appendix A: Glossary.337
Appendix B: Combining the Techniques
into Smooth Ffou/ina Processes.3k5
Index.349
Table of Contents
Introduction./
About This Book.2
Conventions Used in This Book.2
What You're Not to Read.2
Foolish Assumptions.3
How This Book Is Organized.3
Icons Used in This Book.5
Where to Go from Here.6
Part 1: Understanding Expectations (The Who,
What, and Why ofl/our Project).7
Chapter 1: Project Management: The Key to Achieving Results .9
What Exactly Is a Project?.9
Defining Project Management.11
Knowing the Project Manager's Role.12
Looking at the project manager's tasks.12
Staving off potential excuses.13
Considering the Life and Times of Your Project.14
The conceive phase: In the beginning.15
The define phase: Establish the plan.17
The start phase: Get ready, get set.18
The perform phase: Go!.19
The close phase: Stop!.19
Anticipating the Most Common Mistakes.20
Do I Have What It Takes to Be an Effective Project Manager?.21
Chapter 2: Clarifying What You're Trying
to Accomplish — and Why .23
Defining Your Project with a Statement of Work.23
Looking at the Big Picture: How Your Project Fits In.25
Figuring out why you're doing this project.26
Drawing the line: Where your project starts and stops.34
Designing your approach to project work.35
Specifying your project's objectives.36
Marking the Boundaries.40
Working within limitations.41
Dealing with needs.43
Facing the Unknowns When Planning.43
Project Management For Dummies, 2nd Edition
Chapter 3: Knowing Your Project's Audience:
Involving the Right People.45
Understanding Your Project's Audiences.45
Developing an Audience List.46
Ensuring your audience list is complete and up-to-date.50
Making an audience list template.52
Identifying the Drivers, Supporters, and Observers
in Your Audience.53
Deciding when to involve them.54
Using different methods to keep them involved.57
Getting People with Sufficient Authority.59
Chapter 4: Developing Your Game Plan: Getting
from Here to There.61
Dividing and Conquering: Working on Your Project
in Manageable Chunks.61
Thinking in detail.62
Thinking of hierarchy.63
Dealing with special situations.67
Creating and Displaying Your Work Breakdown Structure.71
Considering different hierarchal schemes
for classifying activities.71
Developing your WBS.72
t Taking different paths to the same end.74
/;? Labeling your WBS entries.75
Displaying your WBS in different formats.76
f Improving the quality of your WBS.78
Using templates.79
Identifying Risks While Detailing Your Activities""""""".80
Gathering What You Need to Know about Your Activities.81
Part 11: determining When and How Much.S3
Chapter 5: You Want This Project Done When?.85
Illustrating Your Work Plan with a Network Diagram.86
Defining a network diagram's elements.86
Drawing your network diagram. .88
Analyzing Your Network Diagram.".89
Reading your network diagram.ZZZZZZ.90
Interpreting your network diagram . .91
Working with Your Project's Network Diagram ZZZZZZ.96
Determining precedence.96
Using a network diagram to analyze a simple example.99
Developing Your Project's Schedule. .103
Taking the first steps. . .103
Avoiding the pitfall of backing in to yourscheduleZZZZZZ.104
Table of Contents
Meeting an established time constraint.105
Illustrating ways to shorten a schedule.106
Estimating Activity Duration.Ill
Determining the underlying factors.112
Considering resource characteristics.112
Finding sources of supporting information.113
Improving activity span-time estimates.114
Displaying Your Project's Schedule.115
Chapter 6: Establishing Whom You Need, How Much, and When . .117
Determining People's Skills and Knowledge.118
Working with a Skills Roster.118
Depicting skill and knowledge levels in more detail.119
Creating the Skills Roster.120
Reconciling ratings: When a person and her supervisor's
views differ.121
Estimating Needed Commitment.122
Using a Human Resources Matrix.122
Describing needed personnel.123
Estimating required work effort.124
Factoring in productivity, efficiency, and availability.125
Reflecting efficiency when you use historical data.127
Factoring efficiency into personal estimates.128
Ensuring You Can Meet Your Resource Commitments.131
Planning your initial allocations.131
Resolving potential resource overloads.133
Coordinating assignments across multiple projects.136
Chapter 7: Planning for Other Resources and
Developing the Budget.139
Planning for Nonpersonnel Resources.139
Making Sense of the Dollar: Project Costs and Budgets.141
Looking at different types of project costs.142
Developing your project budget.143
Chapter 8: Dealing with Risk and Uncertainty.149
Defining Risk and Risk Management.150
Focusing on Risk Factors and Risks.151
Recognizing risk factors.151
Identifying risks.155
Assessing Risks: The Likelihood and Consequences.156
Gauging the likelihood of a risk.156
Estimating the extent of the consequences.159
Managing Risk.161
Choosing the risks you want to manage.161
Developing a risk-management strategy.162
Communicating about risks.164
Preparing a Risk-Management Plan.165
Project Management For Dummies, 2nd Edition
Part 111: Putting your Team Together.167
Chapter 9: Aligning the Key Players for Your Project.169
Defining the Organizational Environment.169
Matrix structure.170
Other structures.172
Recognizing the Key Players in a Matrix Environment.175
Project manager.176
Project team members.177
Functional managers.177
Upper management.178
Working Successfully in a Matrix Environment.!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!l79
Chapter 10: Defining Team Members' Roles
and Responsibilities. 181
Understanding the Key Concepts.181
Distinguishing authority, responsibility, and accountabiiity"!"!!!!l82
Comparing authority and responsibility 182
Making Project Assignments: Everything You Need to Know.
(And More). lg3
Deciding what to delegate.I!!!!!!!!!!!!!!!!!.183
Supporting your delegations of authority"!!!.185
Delegating to achieve results. 187
Sharing responsibility. .188
Holding people accountable whenthey don;treportto you !!!!!!!l89
IllustratingRelationships with a Linear Responsibility Chart.191
Reading an LRC. 193
Developing an LRC.!!!!""!!!.195
Ensuring your chart is accurate"!!!.196
Dealing with Micromanagement. .198
Understanding why a person micromanag'es.198
Helping a micromanager gain confidence in you . 199
Working with a micromanager. . 200
Chapter 11: Starting Your Team Off on the Right Foot.201
Finalizing Your Project's Participants 202
coining team members' ^i;::!:::!:::::::::!:::::::::::!
„.„. - ; others are on board. .204
Filling m the blanks. .f£
Developing Your Team. .;£j
Reviewing the approved projectplan:::.207
Developing team and individual goals. .207
Defining team member roles .11
Defining your team's operating processes.208
velopment of team member relationships"!"^
i to become a smooth-functioning unit.209
Table of Contents
Laying the Groundwork for Controlling Your Project.211
Selecting and preparing your tracking systems.211
Establishing schedules for reports and meetings.213
Setting your project's baseline.213
Announcing Your Project.213
Laying the Groundwork for Your Post-Project Evaluation.214
Part IV: Steering the Ship: Managing
\lour Project to Success.215
Chapter 12: Tracking Progress and Maintaining Control.217
Controlling Your Project.217
Establishing Project Management Information Systems.219
Identifying the three parts of a PM1S.219
Monitoring schedule performance.220
Monitoring work effort.226
Monitoring expenditures.230
Putting Your Control Process into Action.235
Heading off problems before they occur.235
Formalizing your control process.236
Identifying possible causes of delays and variances.237
Identifying possible corrective actions.238
Getting back on track: Rebaselining.239
Reacting Responsibly When Changes Are Requested.239
Responding to change requests.240
Creeping away from scope creep.241
Chapter 13: Keeping Everyone Informed.243
Choosing the Appropriate Medium.244
Just the facts: Written reports.244
Move it along: Meetings that work.246
Preparing a Written Project-Progress Report.248
Making a list (of names), checking it twice.249
Knowing what's hot, what's not in your report.249
Earning a Pulitzer, or at least writing an interesting report.250
Holding Key Project Meetings.251
Regularly scheduled team meetings.251
Ad hoc team meetings.253
Upper-management progress reviews.254
Chapter 14: Encouraging Peak Performance by Providing
Effective Leadership.255
Practicing Management and Leadership.255
Developing Personal Power and Influence.256
Understanding why people will do what you ask.257
Establishing the bases of your power.258
Project Management For Dummies, 2nd Edition
Creating and Sustaining Team-Member Motivation.260
Increasing commitment by clarifying your project's benefits.261
Encouraging persistence by demonstrating project feasibility .262
Letting people know how they're doing.263
Providing rewards for work well done.264
Chapter 15: Bringing Your Project to Closure.265
Staying the Course to Completion.265
Plan ahead for concluding your project.266
Update your plans as you prepare closure activities.267
Charge up your team for the sprint to the finish line.267
Handling the Administrative Issues.268
Providing a Good Transition for Team Members.268
Conducting a Post-Project Evaluation.269
Preparing for the meeting throughout the project.271
Setting the stage for the post-project evaluation meeting.272
Conducting the post-project evaluation meeting.274
Following up on the post-project evaluation.275
Part V: Taking \lour Project Management
to the Next Level.277
Chapter 16: Managing Multiple Projects .279
Defining a Multiple-Project Environment. .279
Planning in a Multiple-Project Environment.281
Identifying project audiences. .281
Preparing the Statement of Work.282
Developing the Work Breakdown Structure.!.282
Differentiating people's roles.282
Identifying cross-project dependencies'.'.'.'.283
Heading off conflicting resource demands . .283
Addressing risks in a multiple-project environment.284
starting a Project in a Multiple-Project Setting. .285
Formalizing resource commitments. .285
Creating the project team. . 286
Introducing the project to the organization.ZZ.287
Performing the Projects) - Putting the Plan into Action!!".287
Detailing for successful daily activities .287
Reporting on progress. . .288
Managing changes. .289
Taking Advantage of Special Opportunities.!!!!!!!"289
Planning for similar activities. 289
Making use of economies of scale"!!!!!!!!!!!!.!!!!!!!!!!!!.29O
Table of Contents
Chapter 17: Using Technology to Up Your Game .291
Using Computer Software Effectively.292
Looking at your software options.292
Supporting your software.297
Introducing project-management software
into your operations.299
Making Use of E-Mail.299
The pros and cons of e-mail.300
Using e-mail appropriately.301
Getting the most out of your e-mail.302
Making Use of Communication Technology
to Support Virtual Teams.303
Chapter 18: Improving Individual and Organizational Skills
and Practices.305
Continuing to Improve Your Skills and Knowledge.305
Attending the appropriate formal training.306
Working with a mentor.309
Obtaining a professional certification.310
Bringing Improved Project Management Practices
to the Workplace.310
Using your new skills and knowledge.311
Sharing your new skills and knowledge.312
Chapter 19: Monitoring Project Performance with
Earned Value Management.315
Defining Earned Value Management (EVM).315
Understanding the EVM formulas.316
Looking at a simple example.318
Determining the reasons for observed variances.320
Applying EVM to Your Project: The How-To.320
Calculating Earned Value.324
Part M: The Part of Tens.327
Chapter 20: Ten Questions to Help You Plan Your Project.329
What's the Purpose of Your Project?.329
Whom Do You Need to Involve?.330
What Results Will You Produce?.330
What Constraints Must You Satisfy?.330
What Assumptions Are You Making?.331
What Work Must Be Done?.331
When Does Each Activity Start and End?.331
Project Management For Dummies, 2nd Edition
Who Will Perform the Project Work?.332
What Other Resources Do You Need?.332
What Can Go Wrong?.332
Chapter 21: Ten Tips for Being a Better Project Manager.333
Be a "Why" Person.333
Be a "Can-Do" Person.333
Say What You Mean; Mean What You Say.334
View People as Allies, Not Adversaries.334
Respect Other People.334
Think Big Picture.334
Think Detail.334
Assume Cautiously.335
Acknowledge Good Performance.335
Be a Manager and a Leader.335
Appendix A: Glossary.337
Appendix 8: Combining the Techniques into Smooth
Fioulinq Processes.3h5
Index. |
| any_adam_object | 1 |
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| author | Portny, Stanley E. |
| author_GND | (DE-588)123179777 |
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| bvnumber | BV023124361 |
| callnumber-first | H - Social Science |
| callnumber-label | HD69 |
| callnumber-raw | HD69.P75 |
| callnumber-search | HD69.P75 |
| callnumber-sort | HD 269 P75 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 360 |
| ctrlnum | (OCoLC)77536103 (DE-599)BVBBV023124361 |
| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| index_date | 2024-07-02T19:52:51Z |
| indexdate | 2024-07-09T21:11:36Z |
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| isbn | 9780470049235 0470049235 |
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| title | Project management for dummies |
| title_auth | Project management for dummies |
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| title_full_unstemmed | Project management for dummies by Stanley E. Portny |
| title_short | Project management for dummies |
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| topic | Project management Projektmanagement (DE-588)4047441-0 gnd |
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