Preface xxix
Introduction xxxi
Part I Understanding the Project Management Landscape
1
Chapter 1 What Is a Project? 3
Chapter 2 What Is Project Management? 25
Chapter 3 What Are the Project Management Process Groups? 65
Part II Traditional Project Management 101
Chapter 4 How to Scope a TPM Project 103
Chapter 5 How to Plan a TPM Project 141
Chapter 6 How to Launch a TPM Project 217
Chapter 7 How to Monitor & Control a TPM Project 267
Chapter 8 How to Close a TPM Project 299
Part III Complex Project Management 309
Chapter 9 Complexity and Uncertainty in the Project Management
Landscape 311
Chapter 10 Agile Project Management 327
Chapter 11 Extreme Project Management 351
Chapter 12 Comparing Linear, Incremental, Iterative, Adaptive,
and Extreme PMLC Models 359
Part IV Managing the Realities of Projects 445
Chapter 13 Prevention and Intervention Strategies for
Distressed
Projects 447
Chapter 14 Organizing Multiple Team Projects 477
Chapter 15 Establishing and Maturing a Project Support Office
509
Chapter 16 Establishing and Managing a Continuous Process
Improvement Program 555
Part V End State: Maturing to an Enterprise-Level Project
Management Model 591
Chapter 17 Establishing a Project Portfolio Management Process
593
Chapter 18 A Practical Project-Based Model of the Enterprise
645
Appendix A Glossary of Acronyms 683
Appendix B What?s on the Website? 689
Appendix C Bibliography 691
Index 701
Robert K. Wysocki, PhD, has more than 40 years' experience as a project management consultant and trainer, information systems manager, systems and management consultant, author, training developer, and provider. Many of his books on project management, business analysis, and information systems management have been adopted at more than 100 colleges and universities.
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