From what we've covered so far, from your own experiences, or from your reading of trade publications, you likely have some appreciation for the difficulty of completing a successful project. While we address many common challenges in more detail throughout this book, let's review the key reasons why projects are challenging to manage:
Stakeholder is the term used to describe individuals and organizations who are actively involved in the project, or whose interests may be impacted by the execution or completion of the project.
Figure 1.2. Competing project demands (traditional model). This figure summarizes the relationships between the natural competing demands of projects.
Figure 1.3. Competing project demands (modern model). This figure summarizes the relationships between the natural competing demands of projects.
The competing project demands are often referred to as the triple constraint of project management. Time and Cost (or Resources) are always two sides of the triangle. Depending on where you look, the third side is either Scope, Performance, or Quality. In either case, it's the "output" of the project. Additionally, many recent variations of this model have included the additional demand of Client Expectations.
Part i. Project Management Jumpstart
Project Management Overview
The Project Manager
Essential Elements for any Successful Project
Part ii. Project Planning
Defining a Project
Planning a Project
Developing the Work Breakdown Structure
Estimating the Work
Developing the Project Schedule
Determining the Project Budget
Part iii. Project Control
Controlling a Project
Managing Project Changes
Managing Project Deliverables
Managing Project Issues
Managing Project Risks
Managing Project Quality
Part iv. Project Execution
Leading a Project
Managing Project Communications
Keys to Better Project Team Performance
Ending a Project