How To Run Successful Projects III: The Silver Bullet

 
   
¢   Table of Contents
How To Run Successful Projects III: The Silver Bullet
By Fergus  O'Connell
 
Publisher : Addison Wesley
Pub Date : September 01, 2001
ISBN : 0-201-74806-1
Pages : 352
Slots : 1    


Many project managers- especially in software-go their entire professional lives in ignorance of the factors behind the success or failure of their projects. Permanently in a state of agitation and worry, they just can't explain why some projects work out and others don't.

It doesn't have to be like this. There is a method underlying all successful projects, and if you follow this method your project is guaranteed to succeed. We have called this method Structured Project Management. The cornerstone of Structured Project Management is the 'Ten Steps'-the first five steps are to do with planning your project and the other five with implementing the plan and achieving the goal. How to Run Successful Projects III-The Silver Bullet builds on the success of the first and second editions and reminds us all, in the post dot com era, just how important good project management practices are.

 
   
   
¢   Table of Contents
How To Run Successful Projects III: The Silver Bullet
By Fergus  O'Connell
 
Publisher : Addison Wesley
Pub Date : September 01, 2001
ISBN : 0-201-74806-1
Pages : 352
Slots : 1    


      Copyright
      PREFACE TO THE NEW EDITION
      PREFACE TO THE SECOND EDITION
        Acknowledgments
        And finally, a note on sexist language
      PREFACE TO THE FIRST EDITION
      ABOUT THE AUTHOR
      INTRODUCTION
        The Silver Bullet
        Permission acknowledgments
      Part 1:   ANALYZING AND PLANNING PROJECTS
        Chapter  1.   STEP 1: VISUALIZE THE GOAL; SET YOUR EYES ON THE PRIZE
        INTRODUCTION
        IDENTIFYING THE GOAL
        DEFINING THE GOAL
        THE REASON FOR THE GOAL
        MOTIVATING THE TEAM
        CHANGES TO THE GOAL AND CHANGE CONTROL
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  2.   STEP 2: MAKE A LIST OF THE JOBS TO BE DONE
        INTRODUCTION
        MAKING A CHECKLIST
        IDENTIFYING THE JOBS WITH FORM 1
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  3.   STEP 3: THERE MUST BE ONE LEADER
        INTRODUCTION
        A ROLE MODEL
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  4.   STEP 4: ASSIGN PEOPLE TO JOBS
        INTRODUCTION
        EACH JOB HAS A NAME
        PEOPLE'S OTHER COMMITMENTS
        MONOLITHIC TEAM OR FLAT STRUCTURE
        HIERARCHY OR TEAM STRUCTURE
        MAXIMIZE STRENGTHS
        ASSIGNING PEOPLE TO JOBS
        ASSIGNING PEOPLE TO JOBS WITH FORM 2
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  5.   STEP 5: MANAGE EXPECTATIONS, ALLOW A MARGIN FOR ERROR, HAVE A FALLBACK POSITION
        INTRODUCTION
        CONTINGENCY: ALLOW A MARGIN FOR ERROR, HAVE A FALLBACK POSITION
        MANAGE EXPECTATIONS
        A WORD ON COMMITTING
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
      Part 2:   REVIEWING AND IMPLEMENTING THE PLAN; ACHIEVING THE GOAL
        Chapter  6.   STEP 6: USE AN APPROPRIATE LEADERSHIP STYLE
        INTRODUCTION
        THE LAZY PROJECT MANAGER
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  7.   STEP 7: KNOW WHAT'S GOING ON
        INTRODUCTION
        USING YOUR PLAN AS INSTRUMENTATION/THE LAZY PROJECT MANAGER'S DAY
        POSITIVE SIGNS
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  8.   STEP 8: TELL PEOPLE WHAT'S GOING ON
        INTRODUCTION
        STATUS REPORTS
        THE LAZY PROJECT MANAGER'S WEEK
        A VARIATION ON THE LAZY PROJECT MANAGER'S WEEK
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  9.   STEP 9: REPEAT STEPS 1 “8 UNTIL STEP 10
        INTRODUCTION
        WHEN SHOULD WE UPDATE THE PLAN?
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
        Chapter  10.   STEP 10: THE PRIZE
        THE PRIZE
        THE RECKONING
        PSI THRESHOLDS
        APPLICATION TO SOFTWARE ENGINEERING
        PSI CONTRIBUTION
      Part 3:   RUNNING MULTIPLE PROJECTS SIMULTANEOUSLY
        Chapter  11.   THE LAZY PROJECT MANAGER'S MONTHLY ROUTINE
        INTRODUCTION
        PROJECT MANAGER'S MONTHLY ROUTINE
        Chapter  12.   PROJECT MANAGER'S WEEKLY ROUTINE
        INTRODUCTION
        SPECIFIC WEEKLY JOBS
        Chapter  13.   PROJECT MANAGER'S DAILY ROUTINE
        INTRODUCTION
      Part 4:   HOW TO ASSESS PROJECT PLANS
        Chapter  14.   ASSESSING PROJECT PLANS
        INTRODUCTION
        FIRST LEVEL CHECKS
        SECOND LEVEL CHECKS
        THIRD LEVEL CHECKS
        GUIDELINES FOR WRITING PROJECT PLANS
      Part 5:   THE REST OF THE WHEREWITHAL
        Chapter  15.   RESOLVING ISSUES: PROBLEM SOLVING AND DECISION MAKING
        INTRODUCTION
        PROBLEM-SOLVING METHOD
        Chapter  16.   COPING WITH STRES
        INTRODUCTION
        WAYS TO REDUCE STRESS
        Chapter  17.   PICKING THE RIGHT PEOPLE
        INTRODUCTION
        METHOD OF INTERVIEWING
        INTERVIEW QUESTIONS
        Chapter  18.   NEGOTIATION
        INTRODUCTION
        PRINCIPLED NEGOTIATION
        Chapter  19.   MEETINGS
        INTRODUCTION
        THE MEETING ALARM
        ORGANIZING AND RUNNING MEETINGS
        Chapter  20.   PRESENTATIONS
        INTRODUCTION
        Chapter  21.   SHORTENING PROJECTS USING ACCELERATED ANALYSIS AND DESIGN
        INTRODUCTION
        WHAT TAKES THE TIME?
        HOW TO CARRY OUT AN AAD
        RISKS IN HOLDING AN AAD
        PRACTICAL CONSIDERATIONS
      AFTERWORD
        DELEGATION (OR THE REAL JOY OF MANAGEMENT)
      APPENDICES
        Appendix 1.   ISO 9000 ESTIMATING PROCEDURE
        INTRODUCTION
        Section 1.   WORK BREAKDOWN STRUCTURE, EFFORT, TASK DEPENDENCIES
        Section 2.   AVAILABILITY OF RESOURCES
        Section 3.   THE PROJECT MODEL
        Section 4.   BUILD IN CONTINGENCY
        Section 5.   IDENTIFY OPTIONS
        Section 6.   THE PREFERRED OPTION
        Section 7.   SAMPLE WBS
        Appendix 2.   STRUCTURED PROJECT MANAGEMENT (THE TEN STEPS) AND METHODOLOGIES
        INTRODUCTION
        Appendix 3.   PROBABILITY OF SUCCESS INDICATOR
        INTRODUCTION
        CALCULATING A PROJECT'S PSI
        HOW TO CALCULATE THE PSI
        Appendix 4.   BASIC PRECEPTS AND GLOSSARY OF TERMS
        INTRODUCTION
        THE FOUR BIG ONES
        ABBREVIATIONS AND RULES OF THUMB
        CRITICAL PATH
        GLOSSARY OF GENERAL PROJECT MANAGEMENT TERMS
        Appendix 5.   ADDITIONAL FORMS
        THE ESTIMATING SCORE CARD
        THE CHANGE REQUEST FORM
        CHANGE REQUEST LOG
        Appendix 6.   LEARNING MICROSOFT PROJECT 2000
        INTRODUCTION
        MODULE 1: BASICS OF PROJECT MANAGEMENT
        MODULE 2: GETTING STARTED WITH MS PROJECT 2000
        MODULE 3: MENUS OF MS PROJECT 2000
        MODULE 4: SETTING DEFAULTS FOR YOUR PROJECT
        MODULE 5: CREATING TASKS
        MODULE 6: ENTERING TASK DURATIONS
        MODULE 7: USING HELP
        MODULE 8: USING VIEWS
        MODULE 9: SETTING TASK DEPENDENCIES
        MODULE 10: USING ORGANIZATON AND PROJECT CALENDARS
        MODULE 11: OUTLINING TASKS
        MODULE 12: PRINTING VIEWS
        MODULE 13: ASSIGNING RESOURCES
        MODULE 14: OPTIMIZING THE SCHEDULE
        MODULE 15: RESOURCE LEVELING
        MODULE 16: USING THE BASELINE
        MODULE 17: UPDATING TO REFLECT ACTUAL PROGRESS
        MODULE 18: MULTIPLE PROJECTS
        MODULE 19: USING REPORTS
        REFERENCES AND FURTHER READING
        References
        Further reading