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List of Figures and Tables Acknowledgments About the Author Preface Downloadable Forms Part 1: Introduction Chapter 1: Project Management: A Platform for Innovation Introduction Project Management Is Keeping Pace with Global Change Project Management Is an Essential Leadership Skillset Successful Projects Deliver Value The Art and Science of Project Leadership A Practical Checklist for Successful Projects: How This Book Will Help You Beyond the Book: Tools for Application and Continuous Learning Project Management Relies on Other Disciplines End Point Stellar Performer: OrthoSpot Stellar Performer: PM4NGOs Chapter 2: Foundation Principles of Project Management Introduction Projects Require Project Management The Challenge of Managing Projects The Evolution of a Discipline The Definition of Success Project Management Functions Project Life Cycle Organizing for Projects End Point Stellar Performer: Seattle Children's Hospital and Regional Medical Center Chapter 3: Build GREAT Products: Lessons from Agile, Lean Start-Up, and Stage-Gate Introduction Defining Value: A New Lens for Judging Projects Informs the Development Process Leverage a Consistent Product Development Process Best Practices for Capturing Requirements Are Integrated into a Product Development Process A Development Process Is Not Project Management Innovation Projects Experiment to Discover Desirability and Viability End Point Stellar Performer: The Lean Startup Innovation Movement Stellar Performer: The Agile Approach to Software Development Stellar Performer: The Stage-Gate System for New-Product Development Part 2: Defining the Project Chapter 4: Project Initiation: Turning a Problem or Opportunity into a Project Introduction Project Initiation's Place in the Project Life Cycle A Proposal Defines the Future Business Value Managing Requirements Is Tightly Linked to Project Initiation Common Principles for Project Initiation Basic Project Proposal Content Designing a Realistic Initiation Process End Point Stellar Performer: The Logical Framework Approach Chapter 5: Know Your Key Stakeholders and Win Their Cooperation Introduction Stakeholder Focus Throughout the Life of the Project Stakeholder Management Is Risk Management for People Stakeholder Roles: Project Manager Stakeholder Roles: Project Team Stakeholder Roles: Management Stakeholder Roles: The Customer Affected Stakeholders Can Make Crucial Contributions Engage Affected Stakeholders Lead the Stakeholders End Point Fast Foundation in Project Management Chapter 6: Write the Rules: Key Documents to Manage Expectations and Define Success Introduction Project Rules Are the Foundation Publish a Project Charter Write a Statement of Work Statement of Work: Minimum Content Responsibility Matrix The Project Proposal Launches the Project End Point Fast Foundation in Project Management Part 3: The Planning Process Chapter 7: Risk Management: Minimize the Threats to Your Project Introduction The Risk Management Advantage All Project Management Is Risk Management The Risk Management Framework Step One: Identify the Risks Step Two: Analyze and Prioritize the Risks Step Three: Develop Response Plans Step Four: Establish Contingency and Reserve Step Five: Continuous Risk Management Unexpected Leadership End Point Fast Foundation in Project Management Chapter 8: Work Breakdown Structure: Break Your Project into Manageable Units of Work Introduction Defining the Work Breakdown Structure Building a Work Breakdown Structure Criteria for a Successful Work Breakdown Structure Work Package Size Planning for Quality Breaking Down Large Programs Contractors or Vendors Can Provide a WBS End Point Chapter 9: Realistic Scheduling Introduction Planning Overview Planning Step Two: Identify Task Relationships Planning Step Three: Estimate Work Packages Planning Step Four: Calculate an Initial Schedule Planning Step Five: Assign and Level Resources Small Projects Need Smaller Plans End Point Fast Foundation in Project Management Chapter 10: Managing Agile Development with Scrum Introduction Scrum Is a Framework Managing the Product Backlog Make the Plan Visible: Task Boards and Burndown Charts Key Factors for Scrum to Be Effective End Point Chapter 11: The Art and Science of Accurate Estimating Introduction Estimating Fundamentals Estimating Techniques Building the Detailed Budget Estimate Generating the Cash Flow Schedule End Point Fast Foundation in Project Management Stellar Performer: Tynet, Inc. Stellar Performer: Adobe Systems Chapter 12: Balancing the Trade-Off among Cost, Schedule, and Quality Introduction Three Levels of Balancing a Project Balancing at the Project Level Balancing at the Business Case Level Balancing at the Enterprise Level End Point Stellar Performer: Safeco Field Stellar Performer: Boeing 767-400ER Program Part 4: Controlling the Project Chapter 13: Building a High-Performance Project Team Introduction A Framework for Building High-Performance Teams Leadership Responsibilities Building a Positive Team Environment Ground Rules Team Identity Team Listening Skills Meeting Management Summary of Building a Positive Team Environment Collaborative Problem Solving Problem Analysis Decision Modes Conflict Management Continuous Learning Summary of Collaborative Problem Solving Job Satisfaction End Point Stellar Performer: Habitat for Humanity Chapter 14: Clear Communication Among Project Stakeholders Introduction Embrace Your Role as a Leader Creating a Communication Plan Change Management: Promote Behavior Change in Affected Stakeholders Communicating Within the Project Team Closeout Reporting End Point Chapter 15: Control Scope to Deliver Value Introduction The Change Control Process Configuration Management Change Control Is Essential for Managing Expectations End Point Fast Foundation in Project Management Chapter 16: Measuring Progress Introduction Measuring Schedule Performance Measuring Cost Performance Earned Value Reporting Cost and Schedule Baselines End Point Chapter 17: Solving Common Project Problems Introduction Responsibility Beyond Your Authority Disaster Recovery Reducing the Time to Market When the Customer Delays the Project The Impossible Dream Fighting Fires Managing Volunteers Achieving the Five Project Success Factors End Point Part 5: Advancing Your Practice of Project Management Chapter 18: Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization Introduction Defining Enterprise Project Management Three Tiers of Management Within EPM The Four Components of EPM Establish Consistent EPM Processes Technology Enables EPM Processes The People Who Deliver Projects Support Project Management: The Project Office End Point Bill & Melinda Gates Foundation Enterprise Project Management Office Chapter 19: Requirements Engineering: The Key to Building the Right Product James Rivera and Eric Verzuh Introduction Requirements Engineering and Project Management Are Intimately Connected Requirement Types Illustrate the Evolving Product Vision Requirements Engineering Scope and Processes Requirements Development Activities Requirements Management Activities Requirements Documentation Techniques Requirements Engineering Demands Discipline End Point Chapter 20: Project Portfolio Management: Align Project Resources with Business Strategy Ralph Kliem and Eric Verzuh Introduction The Scope and Goals of the Portfolio Stakeholders: Roles in Project Portfolio Management PPM Information Supports Decisions Project Selection and Prioritization Ongoing Portfolio Management Monitor the Results of Projects and the Portfolio Culture Change End Point Chapter 21: PMP Exam Preparation Tony Johnson Introduction Requirements to Earn the PMP Top 10 Study Tips for the PMP Exam End Point Chapter 22: Microsoft Project: Guidelines for Effective Use Introduction Project Management Software Supports the Discipline Looking Under the Hood: The Design of Project Set Up the Project First Follow the Planning Model in This Book Task Types: Fix the Duration, Work, or Resource Level Assigning Resources to a Project Resource Leveling Your Schedule Maintaining the Plan Throughout the Project Communicating with Your Team and Management Project Server and Project Web App End Point Appendix: The Detailed Planning Model Notes Index
ERIC VERZUH is President of The Versatile Company, a project management training and consulting firm based in Seattle, Washington. His company trains thousands of professionals every year in the fundamentals of successful project management. Verzuh is a certified Project Management Professional (PMP) by the Project Management Institute and the author of The Portable MBA in Project Management, published by Wiley. Contact him at www.VersatileCompany.com or e-mail him at EVerzuh@VersatileCompany.com.