| Description |
xxviii, 197 pages : illustrations ; 24 cm + 1 computer optical disc (4 3/4 in.) |
| Contents |
Machine derived contents note: Contents by Story -- Background: The TenStep Project Management Process 1 -- 1 Jerry Doesn't Realize He Is Managing a Project 8 -- 2 Ashley and the Disappearing Sponsor. 12 -- 3 Mike's Client Has Status Report Envy 17 -- 4 Lindsay Finds Activities Are Always 90 Percent Complete 21 -- 5 Susan's Small Enhancement Has Grown into a Project 24 -- 6 Jerry Starts to See the Light 27 -- 7 Poor Reyna--Trapped in Workplan Minutia 30 -- 8 Jerry Learns Firsthand the Need to Manage Documents 34 -- 9 Danielle Takes Scope Definition to Heart 37 -- 10 Patrick Discovers the Three "Best Friends" of Project Managers 40 -- 11 Jerry's Project Takes a Turn for the Worse--Maybe 44 -- 12 Time for Tom to Take Some of His Own Medicine 47 -- 13 Miles Learns an Important Lesson--for the Second Time! 50 -- 14 There's a Problem, but No One Tells Mike 54 -- 15 Ashley Is About to Gain an Hour a Week 58 -- 16 Jade Resolves a Vendor Problem (Again and Again) 62 -- 17 Bailey Has Questions, but She Is Not Sure What They Are 66 -- 18 The Project Nobody Wants 70 -- 19 Jade Discovers a "Baby" Risk on Her Project 73 -- 20 Jerry Has a Small Problem(Unfortunately in Front of the CIO 76 -- 21 I'm Eating a Burrito, Jeff's Eating His Contingency 79 -- 22 Communication Is King on Reyna's Project 82 -- 23 Ron, the New Guy, Learns About Project Management Scalability 85 -- 24 Brian Can't Plan First, but He Still Needs to Plan 88 -- 25 Ashley Finds Not All Critical Path Activities Are "Critical" 91 -- 26 Jerry Is Told to "Sharpen His Pencil" to Reduce an Estimate 95 -- 27 Jean Needs to Add a Personal Touch 100 -- 28 Erika's Quality Plan Needs More Quality 103 -- 29 Sean Is Losing the Deadline Battle--a Little at a Time 107 -- 30 Jerry Jumps into the Workplan Too Quickly 110 -- 31 Danielle Is Sensing Risky Business 114 -- 32 Mike Receives a Change Request He Needs to "Scope" Out 117 -- 33 Chucky May Be Crazy About Collecting Metrics 120 -- 34 Alex Has 200 Projects to Estimate! 123 -- 35 Sean Makes a Guess and I Make a Prediction 127 -- 36 Lindsay Wishes for a Problem-Solving Magic Wand 130 -- 37 Terri and Sarah Propose Half-Measures 134 -- 38 John Is the "Risk Eliminator," but Does He Need to Be? 138 -- 39 Nikki and Her Client Have Mismatched Expectations 141 -- 40 Alex's Project Is in Good Shape--Maybe 144 -- 41 Sean "Errors" by Not Managing Quality Early 148 -- 42 Danielle Has Satisfied All Her Clients--Except One 151 -- 43 Lindsay Has a Halloween Fright--Her Project Is Behind Schedule . 154 -- 44 Marty Has a Work Breakdown 159 -- 45 Rick Thinks Our Status Reports Taste Like Stale Fish 163 -- 46 It's Magic! Lauren Sees an Assumption Turn into an Issue 167 -- 47 Sally May Be Squandering Her Good Fortune 171 -- 48 Marc Finds the Work Slipping When Everyone Is Responsible 175 -- 49 Lauren Needs to Complete a Never-Ending Project 178 -- 50 Heather Finds Her Facts Don't Win Any Points 181 -- 50 YearEnd Recap. 192 -- Appendix Project Management Templates 193 -- Contents by Lesson -- 1 Understand the Characteristics of a Project 10 -- 2 Make Sure You Always Have an Identified and Committed Sponsor and -- Client Organization 14 -- 3 Report Status on All Projects (There Are Many Alternatives to the Format -- and Delivery) 18 -- 4 Focus on Deadline Dates First When Managing a Project 23 -- 5 Apply Some Level of Project Management Discipline--Even on Small -- Projects 25 -- 6 Define and Plan the Work First to Ensure Better Project Execution 29 -- 7 Don't "Microbuild" or Micromanage the Workplan 31 -- 8 Manage Documents Properly to Avoid Confusion and Mix-Ups 35 -- 9 Define the Many Aspects of What Is in Scope and out of Scope 38 -- 10 Use the "Big Three" Documents--Project Definition, Project Workplan, -- and Requirements--As the Foundation for Your Project 41 -- 11 Use Scope Change Management to Allow the Sponsor to Make the Final -- Decision (Many Times the Sponsor Will Say "No") 45 -- 12 Collect Metrics to Evaluate How Well You (and Your Project) Are -- Performing 48 -- 13 Save Knowledge for Future Projects, Leverage Knowledge from Prior -- Projects 51 -- 14 Ensure Issues Management Is Everyone's Responsibility 55 -- 15 Shorten Long Meetings to Sharpen the Focus 59 -- 16 Identify the Root Cause of Problems, Especially If They Are Reoccurring -- 63 -- 17 Use Quality Assurance Techniques to Validate the Status of a Project . 67 -- 18 Cancel Projects That Lose Business Support, Relevance, and Focus . 71 -- 19 Use Risk Management to Respond to Problems Before They Occur . 74 -- 20 Focus Your Quality Management on Processes, Not People 77 -- 21 Don't Use Your Estimating Contingency for Scope Changes 80 -- Story 4: Ron, The New Guy, Learns About Project Management Scalability 205 -- 1275 ghetto page.qxd 7/9/03 6:18 PM Page 205 -- 22 Develop a Communication Plan to Address Complex Communication -- Requirements 83 -- 23 Scale Your Project Management Processes Based on the Size of the -- Project 86 -- 24 Define and Plan the Project, Even If You Have to Start the Work at the -- Same Time 89 -- 25 Understand the Critical Path on Your Project and How This Path Drives -- the Deadline Date 92 -- 26 Change the Underlying Assumptions to Revise a Well-Prepared Estimate -- 96 -- 27 Don't Shortchange Face-to-Face Communication on Your Project 101 -- 28 Make Sure Quality Is a Mindset and an Ongoing Process on Your Project -- 104 -- 29 Batch Small Scope Change Requests Together for Sponsor Approval 108 -- 30 Define the Overall Project Approach Before Building the Detailed -- Workplan 111 -- 31 Look for Risks Inherent to Your Project Before You Begin 115 -- 32 Get Sponsor Approval Before Investigating Large Scope Change -- Requests 118 -- 33 Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value . -- 121 -- 34 Use One or More Formal Techniques to Estimate Project Work Effort 124 -- 35 Keep Your Workplan Up to Date Throughout the Project 128 -- 36 Use Issues Management to Help Choose the Best of Bad Alternatives 131 -- 37 Collect Metrics That Can Lead to Fundamental Improvements 135 -- 38 Evaluate All Risk Response Options in the Risk Plan 139 -- 39 Gain a Common Understanding First to Effectively Manage Client -- Expectations 142 -- 40 Use Milestones in the Workplan to Track Overall Progress 145 -- 41 Establish Processes to Catch Errors As Early in the Project As Possible . -- 149 -- 42 Gain Sponsor Approval for Scope Changes Requiring Budget and -- Deadline Changes 152 -- 43 Be Proactive in Applying Techniques to Accelerate the Project Schedule -- 155 -- 44 Use the Work Breakdown Structure Technique to Identify All the Work -- Required for a Project 160 -- 45 Write Your Status Reports with the Readers' Interest in Mind 164 -- 46 Update Your Risk Plan Periodically Throughout the Project 168 -- 47 Don't Practice Goldplating--Delivering More Than the Client Requested -- 172 -- 48 Make Sure One Person Is Responsible for Each Activity in the Workplan -- 176 -- 49 Focus on Your Deadline Date to Keep Your Project from Wandering . 179 -- 50 Collect Metrics, but Gain Agreement on Their Significance Ahead of Time -- 182 |
| Notes |
Also available online via the World Wide Web, by subscription to Books24x7 (BusinessPro) |
| Subject |
Project management.
|
| Author |
Mochal, Jeff, 1974-
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|
Books24x7, Inc.
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| LC no. |
2003015831 |
| ISBN |
1590591275 |
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