The Project Manager's Desk Reference, 3E,9780071464642

The Project Manager's Desk Reference, 3E

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Edition: 3rd
ISBN13: 9780071464642
ISBN10: 0071464646
Format: Hardcover
Pub. Date: 2006-11-27
Publisher(s): McGraw Hill
List Price: $90.00

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Summary

The world's best-known project management expert shows you how to get it done on time and under budget Most employees tasked with managing projects receive little or no project management training. The Project Manager's Desk Reference,Third Edition, closes this gap in employee education and gives them confidence and tools to keep any project on track, on budget, and on time.

Author Biography

James P. Lewis, the world’s best-known project managementexpert, has more than 25 years of project managementexperience and has trained more than 30,000 supervisorsand managers around the world.

Table of Contents

Preface xv
SECTION ONE INTRODUCTION AND OVERVIEW
Overview of Project Management
3(28)
The Need for Shared Understanding
3(1)
The Authority for Project Management
4(1)
Definition of a Project
5(1)
Project Stakeholders
6(2)
Definition of Project Management
8(5)
Project Constraints
13(6)
The Project Life-Cycle
19(3)
The Project Management System
22(9)
A Model for Managing Projects
31(18)
Does One Size Fit All?
31(4)
Overview of the Model
35(14)
SECTION TWO PROJECT PLANNING
General Aspects of Project Planning
49(10)
An Introduction to Project Planning
49(3)
The Project Notebook
52(7)
Planning: Developing the Project Mission, Vision, Goals, and Objectives
59(20)
Deciding What Must Be Done: Defining Your Mission, Vision, Goals, and Objectives
59(15)
A Point about Definitions
74(1)
Establishing Priorities
75(1)
The Priority Matrix
76(3)
Planning Project Strategy
79(14)
Planning Project Strategy and Strategic Planning
79(6)
Conducting the Analyses
85(4)
Formulating Project Strategy
89(2)
Conducting a SWOT Analysis
91(2)
Implementation Planning
93(30)
Developing and Using the Work Breakdown Structure
94(29)
SECTION THREE PROJECT SCHEDULING
Developing a Project Schedule
123(10)
So How Is It Done?
126(7)
Schedule Computations
133(16)
An Example
133(16)
Scheduling with Resource Constraints
149(14)
The Assumption of Unlimited Resources
149(14)
Scheduling with PERT
163(12)
PERT Compared with CPM
163(1)
Empirical Frequency Distributions
164(2)
PERT System of Three Time Estimates
166(1)
PERT Computations
167(1)
Estimating Probability of Scheduled Completion
167(4)
Using PERT
171(4)
SECTION FOUR PROJECT CONTROL AND EVALUATION
Principles of Project Control and Evaluation
175(28)
Control and Evaluation Principles
175(1)
Project Reviews
175(3)
Process Reviews
178(4)
Project Evaluation
182(14)
Characteristics of a Project-Control System
196(7)
Project Control Using Earned-Value Analysis
203(30)
Using Variance or Earned Value Analysis in Project Control
203(7)
Variance Analysis Using Spending Curves
210(3)
Examples of Progress Tracking Using Spending Curves
213(11)
Refining the Analysis
224(5)
The Need For All Three Measures
229(4)
Progress Payments and Earned-Value Analysis
233(46)
Some Background on Progress Payments
233(2)
Just What Are Progress Payments?
235(2)
Progress Payments and the Earned-Value (C/SCSC) Concept
237(39)
In Summary
276(3)
Project Change Control
279(8)
The Need for Change Control
279(2)
The Change Control Process
281(6)
SECTION FIVE CAUSES OF PROJECT SUCCESS AND FAILURE
Defining Project Success and Failure
287(16)
Other Perspectives
288(3)
Deliverables, Results, and Expectations
291(2)
Research Findings
293(4)
Targets and Variation
297(6)
Causes of Project Failure
303(8)
The High Cost of Project Failure
303(8)
Managing Project Risks
311(22)
Threats versus Risks
314(2)
Quantifying Risks and Threats
316(4)
The Risk Probability Number
320(2)
Developing Contingency Plans
322(3)
Project Management Approach as a Function of Risk
325(5)
Conclusion
330(3)
SECTION SIX OTHER ISSUES IN PROJECT MANAGEMENT
Sociotechnical Systems and Project Organization
333(18)
Traditional Project Organization
333(5)
Working Premises of this Chapter
338(3)
Sociotechnical Systems Design of Project Organizations
341(7)
A Final Caution
348(3)
Profiling the World-Class Project Management Organization
351(34)
Chapter Summary
351(3)
What is a World-Class Project Management Organization?
354(5)
A Taxonomy of Projects
359(2)
A Classification of Project Managers
361(2)
Job Functions and Tasks for Project Management
363(5)
Competency Profile of the World-Class Project Manager
368(7)
Skill Profile of the World-Class Project Manager
375(10)
Improving Your Communication Skills
385(16)
Self-Concept
386(2)
Effective Listening
388(2)
Speaking Clearly
390(2)
Dealing with Anger
392(1)
Self-Disclosure
393(1)
Content and Relationship
394(1)
Metacommunication
395(1)
Punctuation of Communication
396(2)
Conditions Required for Effective Communication
398(1)
Sensory Preferences and Communications
398(2)
The Importance of the Representational Systems
400(1)
Managing Business-to-Business Marketing and Communication Projects Successfully
401(24)
Introduction
401(1)
The BASE-UP system
402(1)
Step One: The Brief
403(6)
Step Two: The Audit
409(4)
Step Three: Strategy
413(2)
Step Four: Execution
415(4)
Step Five: Follow-Up
419(6)
Project Management in a Creative Environment
425(18)
Introduction
425(1)
Working with Creative People
426(5)
Managing Creative People
431(5)
Managing Creative Projects
436(5)
Conclusion
441(2)
The Need for Systems Thinking in Project Management
443(14)
Linear versus Systems Thinking
443(3)
The Language of Managing
446(3)
Control in Relationships
449(4)
Conflict in Management
453(3)
Thinking in Systems Terms
456(1)
Understanding Systems Thinking
457(14)
What Is a System?
458(3)
Anticipation
461(1)
Positive Feedback
462(2)
Building Complex Systems
464(7)
How to Apply Systems Thinking in Managing Projects
471(10)
Fixes That Fail
471(2)
Levels of Understanding
473(2)
The Tragedy of the Commons
475(2)
Limits to Growth
477(1)
Shifting the Burden
478(3)
Problem Solving in Projects
481(6)
Fundamental Concepts of Problem Solving
481(1)
Decisions versus Problems
482(1)
Open- and Close-Ended Problems
483(4)
Solving Close-Ended Problems
487(10)
Using the Scientific Method to Define Problems
487(3)
Solving Close-Ended Problems with Problem Analysis
490(7)
Solving Open-Ended Problems
497(14)
Problem Solving through Creative Analysis
497(1)
Redefinitional Procedures
498(1)
The Goal Orientation Technique
498(1)
The Successive Abstractions Technique
499(2)
Analogy and Metaphor Procedures
501(1)
Wishful Thinking
501(1)
Nonlogical Stimuli
502(1)
Boundary Examination
502(1)
Reversals
503(8)
Managing Decision Making in Project Teams
511(10)
The Dilemma---Individual or Team Decision?
511(1)
The Nature of Decisions
511(2)
Decision-Making Guidelines
513(2)
The Effect of Time on Decision Approaches
515(1)
What Is Consensus?
515(3)
Avoiding False Consensus and Groupthink
518(3)
Developing Project Managers
521(14)
The Need for Development
521(1)
Skills Needed by Project Managers
522(1)
What Is Most Important?
522(2)
Personal Characteristics of Project Managers
524(3)
Noncredit Training in Project Management
527(2)
Foreign Language Training
529(1)
Putting It All To Work on the Job
530(5)
SECTION SEVEN RESOURCES AND REFERENCES
Checklists for Managing Projects
535(12)
Project Planning
535(6)
Project Execution
541(3)
Software Quality
544(1)
Project Change Procedure
544(1)
Software Installation and Conversion
545(1)
Working Conditions
545(2)
Resources for Project Managers 547(6)
Glossary 553(6)
References and Suggested Reading 559(12)
Index 571

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