| | 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 |
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|
| | 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 |
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