Radical Project Management

ISBN: 0130094862
EAN: 2147483647

Year: 2002
Pages: 136

Authors: Rob Thomsett

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Main Page
Table of content
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 ProjectsA 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 2
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 LineAn 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