Table of content

	Table of Contents

Radical Project Management
By Rob  Thomsett
Publisher	: Prentice Hall PTR
Pub Date	: April 15, 2002
ISBN	: 0-13-009486-2
Pages	: 378

		Copyright
		Preface
		Acknowledgments
		Introduction
			Why Should You Read This Book?
			What Makes This Book Different?
			What This Book Is Not About
			The Structure of the Book
			A Note on Terminology
		Part  1.   eXtreme Concepts
			Chapter 1.   The New Project Environment
				Forces Driving Change
			Chapter 2.   Project Management Evolution
				The Four Waves of Project Management
			Chapter 3.   eXtreme Concepts
				Project Management Versus Technical Management
				Context and Content
				Whole-of-Life Project Management
				Project Manager as Facilitator
				Sponsors as Executive Project Managers
				Scenario Planning
				Rapid Planning
				Virtual Teams
				It's the Context, Stupid
		Part  2.   eXtreme Tools
			Chapter 4.   eXtreme Project Management Context
				Two Very Different Types of Work
				The Categories of Project Work
			Chapter 5.   The eXtreme Project Management Model
				Project Management Processes
				The Project Charter or Business Case
			Chapter 6.   The RAP Process
				Why Should We Run RAP Sessions?
				The RAP Structure
			Chapter 7.   Analyze Project Success
				What Are Expectations?
				The Seven Success Criteria
				eXtreme Tool 1: Success Sliders
			Chapter 8.   Define Scope, Objectives, and Stakeholders
				What Is the Difference between Scope and Objectives?
				Stakeholders and Related Projects
				Related Projects ”A Special Case of Stakeholder
			Chapter 9.   Analyze Added Value
				The State of the Art
				Added-Value Analysis
				Benefits Realization
				Cost-Effectiveness Model
			Chapter 10.   Define Quality
				Project Quality Deployment
				What Is a Quality?
				Toward an Effective Quality Plan: PQD in Action
				Quality in Action
				Quality, Estimates, Costs, and Risks
			Chapter 11.   Select a Development Strategy
				Strategy Ain't Methodology
				The Four Development Strategies
				Rapid Application Development (RAD), Agile, and Other Variations
				Partitioning Guidelines
				Strategy Selection
				Strategy and Risk Assessment
			Chapter 12.   Analyze Risk
				Project Risk Assessment Overview
				Project Risk Management
				Risk Containment or Reduction
				Shooting the Messenger
			Chapter 13.   Develop Task Lists
				Develop Project Task Lists
				A Moral Dilemma
				Scenario and Real-Time Planning
			Chapter 14.   Estimate Tasks
				Causes of Estimation Error
				Estimation Principles
				The Detailed Estimation Process
			Chapter 15.   Develop Schedule
				Develop Project Execution Plan
				Scenario Planning Revisited
				Develop Project Staffing Agreements
			Chapter 16.   Develop Return on Investment
				Develop Cost and ROI Scenarios
				Analyzing Project Costs
				Developing Your ROI
			Chapter 17.   Project Tracking and Reporting
				Project Tracking
				Project Reporting
				The Project Change Control Process
				Maintaining the Project Management File
			Chapter 18.   Postimplementation Reviews
				The Postimplementation Review
				The Learning Loop Concept
				The System Support Review
				Benefits Realization Planning
			Chapter 19.   Support
				The Support Problem
				The Production Support Portfolio
				Passages: The Life Cycle of Production Systems
				Conclusion
		Part  3.   Additional Resources
			Chapter 20.   Getting the Sponsor You Deserve
				Rule 1: The Bag of Money and the Baseball Bat
				Rule 2: The Passive Conduit
				Rule 3: You Generally Get the Sponsor You Deserve
				Rule 4: In the Absence of Information, Executives Still Make Decisions
				Rule 5: Educate as Well as Inform
				Rule 6: The Level of Help You Get Is Inversely Proportional to Your Delay in Asking
				Rule 7: Show Them the Money
				Rule 8: "Beam Us Up, Scotty"
				Rule 9: No Sponsor, No Start
			Chapter 21.   Getting the Stakeholders You Deserve
				Rob's Corporate Mathematics
				Why You Need Your Stakeholders
				How to Win Stakeholders Over
				How to Get the Project You All Want
			Chapter 22.   A Question of Ethics
				Situation 1
				Situation 2
				Situation 3
				Situation 4
				Situation 5
				Best Practice and Best Behavior
				Organizational and Individual Impact
				Drawing the Line ”An Extreme Project Management Responsibility
				A Draft Code of Ethical Behavior for eXtreme Project People
			Chapter 23.   The Success Sliders Redux
				Requirements Are Not the Same as Expectations
				So, What Are Expectations?
				The Swiss Army Knife
				Other Tips for Understanding Expectations
			Chapter 24.   In Case of Emergencies
				The Dark Side
				The Good Side
				Come to the Dark Side, Luke
			Chapter 25.   The Secret of Great Project Managers
			References