Project management that works: real-world advice on communicating, problem solving, and everything else you need to know to get the job done
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York [u.a.]
AMACOM
2008
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis Klappentext |
| Physical Description: | XX, 219 S. graph. Darst. |
| ISBN: | 0814409881 9780814409886 |
Staff View
MARC
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$24.95
There is a noticeable and growing problem in
project management
—
a huge and disturbing
gap has emerged between project management
theory and its application. Project managers
know how to run a risk meeting, but not how to
negotiate the upper levels of power in their cor¬
porations. If you re a new project manager, you
may know how to plan a project, but not how to
negotiate dates with your sponsors. You may
understand the principles, but not how to apply
them in the real world in effective ways. What
you need is a guide that will give you the tools to
work effectively within any corporate culture and
accomplish goals in a timely and productive
manner.
Project Management That WorL· helps you deal
with the reality of unreasonable deadlines and
difficult projects and shows you how to accom¬
plish their goals without alienating your execu¬
tive sponsors or the team working under you.
Author Rick Morris has more than
10
years of
project management experience in Fortune
500
companies, holds the PMP®, and is also a sought-
after speaker at PMI® chapters. Here, he and
Brette
McWhorter Sember teach managers how
to have a conversation with key project team
members. While many books will teach the
theory or discuss ideas, very few combine theory
with practical data gathering and teach how to
turn the data into real results. This book will
show you how to get the appropriate data and use
it to support everything you know is supposed to
happen, but can t see how to get done. Through
the authors seasoned guidance, you will learn the
fundamentals of good project management,
including how to:
♦
Understand yourself
♦
Communicate on all levels
♦
Be trustworthy and give good information
♦
Turn around failing projects
(continues on back flap)
(continued from front flap)
♦
Really know when a project is done
♦
Apply the iron triangle (triple constraint)
♦
Apply the PERT methodology in project
planning
♦
Never lose sight of the customer
♦
Avoid sacrificing your team at any cost
♦
Understand myths about status meetings
♦
Understand patriots and scuds
♦
Perform a real risk assessment
♦
Put risk in a project plan
♦
Use project management to make positive
change to your corporate culture
This is a true insider s guide that will teach you
the skills you really need on the job that often
aren t part of the project management curri¬
culum. It will enable you to make positive
change
—
no matter how insurmountable the
challenges seem.
RICK A. MORRIS is a project man¬
ager for several Fortune
500
companies and is a sought-after
public speaker on project man¬
agement. He lives in Hoover,
Alabama.
BREHE McWHORTER SEMBER is an
attorney who has written more
than
30
books including The
Essential Supervisor s Handbook.
She lives in Clarence, New York.
Jacket design: Pema Studio
Morris photo: Stephanie F. Morris
Sember photo: Terrence Sember
CONTENTS
List of Tables and Figures
xi
Acknowledgments
xiii
Introduction
xvii
Chapter
1 -
Understanding Yourself
1
•
DISC Profile
4
•
Fostering Communication
7
•
Responding to Types
7
•
Working Through Weakness
9
Chapter
2 -
Communicating on All Levels
11
•
Determining Sponsor Styles
12
•
Delivering Information
13
•
Crafting the Message
14
•
Team DISC Profiles
16
•
Adjusting the Message
17
•
Proper Communications Management
20
•
Communications Documents
21
Chapter
3 -
Be Trustworthy
27
•
Coping with Questions
28
•
Qualifying the Question
29
•
Don t Lie!
30
•
Dealing with Fear
31
•
Admitting You Are Wrong
32
•
How to Fix Things If You Haven t Told the Truth
36
•
Sometimes It Can t Be Fixed
37
Chapter
4 -
Turning Around Failing Projects
41
•
How to Spot a Project That Is on Its Way Down
42
•
Someone Isn t Being Heard
43
•
Watch the Ego 46
•
When It s Wrong, It s Wrong
47
Contents
•
Stopping
a
Project
Before It Starts
48
•
It Is What It Is
51
•
How to Assess the Current Situation and Create an
Action Plan That Works
54
Chapter
5 -
Defining the Word Done
57
•
Definition of Done in Project Management
57
•
Team Building with the Word Done
59
•
How Done Can Set Proper Expectations
60
•
Lack of Historical Information
61
•
Creating Lessons Learned
62
Chapter
6 -
Application of the Iron Triangle
(Triple Constraint)
65
•
What Is the Iron Triangle?
65
•
Why the Triangle Works
66
•
How to Implement the Triangle
69
•
Use the Triangle for Discovery and Scoping
70
•
Why the Triangle Shouldn t Be Used for Project Success
72
Chapter
7 -
PERT Methodology in Project Planning
75
•
What Is PERT?
76
•
PERT for Time Estimation
78
•
How to Factor Risk into the Equation
79
•
Create a Work Breakdown Structure for PERT
80
•
Examples of PERT in Action
82
Chapter
8 -
Customer Focus Starts with Great Requirements
87
•
Characteristics of Good Requirements
88
•
Functional Requirements Versus Technical
Requirements
90
•
Who Is the Real Customer?
92
•
Work Breakdown Structure Dictionary
93
Chapter
9 -
Do Not Sacrifice Your Team at Any Cost!
95
•
The Importance of the Team Relationship
96
•
How to Build an Effective Team Relationship
96
•
Internal Team Satisfaction
99
CONTENTS
ІХ
• Team Building
and Conflict Resolution
100
• 100
Percent/l
0
Percent
Rule
101
•
How a Team Can Become Overburdened
103
•
Interacting with Requestors to Avoid Overburdening
105
•
Dealing with Mandated Dates
106
Chapter
10 -
Myths About Status Meetings
111
•
Understanding the Purpose of Meetings
112
•
Should There Be a Meeting?
113
•
Are Your Meetings Effective?
114
•
Setting Up a Successful Meeting
116
•
Important Rules for Meetings
118
•
How to Get a Meeting Back on Track
119
•
A Big Meeting Faux Pas and Myth
120
•
The Team Morale Killer
121
•
How to Close a Meeting Successfully
121
Chapter
11 -
Patriots and Scuds
125
•
Dealing with Patriots and Scuds
125
•
Understand Your Own Missiles
127
•
Understanding Missiles
128
•
Using Patriots
128
•
Using Scuds
128
•
Missiles in Public
129
•
Missiles in Corporate Culture
130
•
Always Have an Escape Strategy
130
Chapter
12 -
A Real Risk Assessment
133
•
Why Risk Is Important
133
•
The Risk Process
134
•
Why People Are Opposed to Risk Management
137
•
Dynamic Risk Assessment
138
•
The Beginning of the Transformation
141
•
The Evolution of the Risk Assessment
142
•
The Final Product
145
•
Involving the Team
148
Contents
Chapter
1
З
-
How to Put Risk in a Project Plan
151
•
Thirteenth Floor Principle
152
•
Parkinson s Law
153
•
Murphy s Law
154
•
Putting Risk in a Project Plan
155
•
Presenting Risk to the Sponsor
160
•
Presenting Risk to the Team
161
•
Using Risk
161
Chapter
14 -
Data Rules All!
165
•
Collecting Data
166
•
Mining Data from Lessons Learned
170
•
Making Emotional Conversations Unemotional
171
•
Drop Everything Does Not Mean Drop Everything!
174
•
Using Data in Conflict Situations
175
•
Countering Data That Is Harmful to the Project
181
Chapter
15 -
Project Manager: The Strategic Resource
183
•
Needing the Data
184
•
Strategic Positioning of Project Management
185
•
What CIOs Need to Know
186
•
What
PMs
Need to Provide
187
•
Software Assistance with Governance
188
•
The Proactive Approach
189
Chapter
16 -
Making Positive Change to Your Corporate
Culture
193
•
How Corporate Culture Affects Project Management
193
•
Understanding and Analyzing Corporate Culture
198
•
What to Do When You Can t Change or Affect
Corporate Culture
200
•
How to Obtain Executive Sponsorship
202
•
What to Do When Executive Sponsorship Is
Not as You Hoped
204
•
How to Get Your Sponsor Motivated and
Interested in Your Project
207
Chapter
17 -
Conclusion
209
Glossary
211
Index
213
About the Authors
219
|
| adam_txt |
U.S.
$24.95
There is a noticeable and growing problem in
project management
—
a huge and disturbing
gap has emerged between project management
theory and its application. Project managers
know how to run a risk meeting, but not how to
negotiate the upper levels of power in their cor¬
porations. If you're a new project manager, you
may know how to plan a project, but not how to
negotiate dates with your sponsors. You may
understand the principles, but not how to apply
them in the real world in effective ways. What
you need is a guide that will give you the tools to
work effectively within any corporate culture and
accomplish goals in a timely and productive
manner.
Project Management That WorL· helps you deal
with the reality of unreasonable deadlines and
difficult projects and shows you how to accom¬
plish their goals without alienating your execu¬
tive sponsors or the team working under you.
Author Rick Morris has more than
10
years of
project management experience in Fortune
500
companies, holds the PMP®, and is also a sought-
after speaker at PMI® chapters. Here, he and
Brette
McWhorter Sember teach managers how
to have a conversation with key project team
members. While many books will teach the
theory or discuss ideas, very few combine theory
with practical data gathering and teach how to
turn the data into real results. This book will
show you how to get the appropriate data and use
it to support everything you know is supposed to
happen, but can't see how to get done. Through
the authors' seasoned guidance, you will learn the
fundamentals of good project management,
including how to:
♦
Understand yourself
♦
Communicate on all levels
♦
Be trustworthy and give good information
♦
Turn around failing projects
(continues on back flap)
(continued from front flap)
♦
Really know when a project is done
♦
Apply the iron triangle (triple constraint)
♦
Apply the PERT methodology in project
planning
♦
Never lose sight of the customer
♦
Avoid sacrificing your team at any cost
♦
Understand myths about status meetings
♦
Understand patriots and scuds
♦
Perform a real risk assessment
♦
Put risk in a project plan
♦
Use project management to make positive
change to your corporate culture
This is a true insider's guide that will teach you
the skills you really need on the job that often
aren't part of the project management curri¬
culum. It will enable you to make positive
change
—
no matter how insurmountable the
challenges seem.
RICK A. MORRIS is a project man¬
ager for several Fortune
500
companies and is a sought-after
public speaker on project man¬
agement. He lives in Hoover,
Alabama.
BREHE McWHORTER SEMBER is an
attorney who has written more
than
30
books including The
Essential Supervisor's Handbook.
She lives in Clarence, New York.
Jacket design: Pema Studio
Morris photo: Stephanie F. Morris
Sember photo: Terrence Sember
CONTENTS
List of Tables and Figures
xi
Acknowledgments
xiii
Introduction
xvii
Chapter
1 -
Understanding Yourself
1
•
DISC Profile
4
•
Fostering Communication
7
•
Responding to Types
7
•
Working Through Weakness
9
Chapter
2 -
Communicating on All Levels
11
•
Determining Sponsor Styles
12
•
Delivering Information
13
•
Crafting the Message
14
•
Team DISC Profiles
16
•
Adjusting the Message
17
•
Proper Communications Management
20
•
Communications Documents
21
Chapter
3 -
Be Trustworthy
27
•
Coping with Questions
28
•
Qualifying the Question
29
•
Don't Lie!
30
•
Dealing with Fear
31
•
Admitting You Are Wrong
32
•
How to Fix Things If You Haven't Told the Truth
36
•
Sometimes It Can't Be Fixed
37
Chapter
4 -
Turning Around Failing Projects
41
•
How to Spot a Project That Is on Its Way Down
42
•
Someone Isn't Being Heard
43
•
Watch the Ego 46
•
When It's Wrong, It's Wrong
47
Contents
•
Stopping
a
Project
Before It Starts
48
•
"It Is What It Is"
51
•
How to Assess the Current Situation and Create an
Action Plan That Works
54
Chapter
5 -
Defining the Word Done
57
•
Definition of Done in Project Management
57
•
Team Building with the Word Done
59
•
How Done Can Set Proper Expectations
60
•
Lack of Historical Information
61
•
Creating Lessons Learned
62
Chapter
6 -
Application of the Iron Triangle
(Triple Constraint)
65
•
What Is the Iron Triangle?
65
•
Why the Triangle Works
66
•
How to Implement the Triangle
69
•
Use the Triangle for Discovery and Scoping
70
•
Why the Triangle Shouldn't Be Used for Project Success
72
Chapter
7 -
PERT Methodology in Project Planning
75
•
What Is PERT?
76
•
PERT for Time Estimation
78
•
How to Factor Risk into the Equation
79
•
Create a Work Breakdown Structure for PERT
80
•
Examples of PERT in Action
82
Chapter
8 -
Customer Focus Starts with Great Requirements
87
•
Characteristics of Good Requirements
88
•
Functional Requirements Versus Technical
Requirements
90
•
Who Is the Real Customer?
92
•
Work Breakdown Structure Dictionary
93
Chapter
9 -
Do Not Sacrifice Your Team at Any Cost!
95
•
The Importance of the Team Relationship
96
•
How to Build an Effective Team Relationship
96
•
Internal Team Satisfaction
99
CONTENTS
ІХ
• Team Building
and Conflict Resolution
100
• 100
Percent/l
0
Percent
Rule
101
•
How a Team Can Become Overburdened
103
•
Interacting with Requestors to Avoid Overburdening
105
•
Dealing with Mandated Dates
106
Chapter
10 -
Myths About Status Meetings
111
•
Understanding the Purpose of Meetings
112
•
Should There Be a Meeting?
113
•
Are Your Meetings Effective?
114
•
Setting Up a Successful Meeting
116
•
Important Rules for Meetings
118
•
How to Get a Meeting Back on Track
119
•
A Big Meeting Faux Pas and Myth
120
•
The Team Morale Killer
121
•
How to Close a Meeting Successfully
121
Chapter
11 -
Patriots and Scuds
125
•
Dealing with Patriots and Scuds
125
•
Understand Your Own Missiles
127
•
Understanding Missiles
128
•
Using Patriots
128
•
Using Scuds
128
•
Missiles in Public
129
•
Missiles in Corporate Culture
130
•
Always Have an Escape Strategy
130
Chapter
12 -
A Real Risk Assessment
133
•
Why Risk Is Important
133
•
The Risk Process
134
•
Why People Are Opposed to Risk Management
137
•
Dynamic Risk Assessment
138
•
The Beginning of the Transformation
141
•
The Evolution of the Risk Assessment
142
•
The Final Product
145
•
Involving the Team
148
Contents
Chapter
1
З
-
How to Put Risk in a Project Plan
151
•
Thirteenth Floor Principle
152
•
Parkinson's Law
153
•
Murphy's Law
154
•
Putting Risk in a Project Plan
155
•
Presenting Risk to the Sponsor
160
•
Presenting Risk to the Team
161
•
Using Risk
161
Chapter
14 -
Data Rules All!
165
•
Collecting Data
166
•
Mining Data from Lessons Learned
170
•
Making Emotional Conversations Unemotional
171
•
"Drop Everything" Does Not Mean Drop Everything!
174
•
Using Data in Conflict Situations
175
•
Countering Data That Is Harmful to the Project
181
Chapter
15 -
Project Manager: The Strategic Resource
183
•
Needing the Data
184
•
Strategic Positioning of Project Management
185
•
What CIOs Need to Know
186
•
What
PMs
Need to Provide
187
•
Software Assistance with Governance
188
•
The Proactive Approach
189
Chapter
16 -
Making Positive Change to Your Corporate
Culture
193
•
How Corporate Culture Affects Project Management
193
•
Understanding and Analyzing Corporate Culture
198
•
What to Do When You Can't Change or Affect
Corporate Culture
200
•
How to Obtain Executive Sponsorship
202
•
What to Do When Executive Sponsorship Is
Not as You Hoped
204
•
How to Get Your Sponsor Motivated and
Interested in Your Project
207
Chapter
17 -
Conclusion
209
Glossary
211
Index
213
About the Authors
219 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Morris, Rick A. Sember, Brette McWhorter |
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| author_role | aut aut |
| author_sort | Morris, Rick A. |
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| building | Verbundindex |
| bvnumber | BV035056572 |
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| 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)635067227 (DE-599)BVBBV035056572 |
| 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 |
| format | Book |
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| id | DE-604.BV035056572 |
| illustrated | Illustrated |
| index_date | 2024-07-02T21:58:46Z |
| indexdate | 2024-07-09T21:21:12Z |
| institution | BVB |
| isbn | 0814409881 9780814409886 |
| language | English |
| lccn | 2008011895 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016725154 |
| oclc_num | 635067227 |
| open_access_boolean | |
| owner | DE-703 |
| owner_facet | DE-703 |
| physical | XX, 219 S. graph. Darst. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | AMACOM |
| record_format | marc |
| spelling | Morris, Rick A. Verfasser aut Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done Rick A. Morris with Brette McWhorter Sember New York [u.a.] AMACOM 2008 XX, 219 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 Sember, Brette McWhorter Verfasser aut Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016725154&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016725154&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Klappentext |
| spellingShingle | Morris, Rick A. Sember, Brette McWhorter Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done Project management Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done |
| title_auth | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done |
| title_exact_search | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done |
| title_exact_search_txtP | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done |
| title_full | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done Rick A. Morris with Brette McWhorter Sember |
| title_fullStr | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done Rick A. Morris with Brette McWhorter Sember |
| title_full_unstemmed | Project management that works real-world advice on communicating, problem solving, and everything else you need to know to get the job done Rick A. Morris with Brette McWhorter Sember |
| title_short | Project management that works |
| title_sort | project management that works real world advice on communicating problem solving and everything else you need to know to get the job done |
| title_sub | real-world advice on communicating, problem solving, and everything else you need to know to get the job done |
| topic | Project management Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project management Projektmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016725154&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016725154&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
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