| Copyright |
| About the Authors |
| Acknowledgements |
| Preface to the Second Edition |
| List of Figures |
| An Introductory Case Study |
| Chapter 1. Introduction |
| Aims of this chapter |
| What's new about the new edition? |
| What do project managers really want? |
| Emerging standards for project management |
| Project management is founded on common sense |
| How readers can use this book |
| What kinds of project is this book aimed at? |
| Project management's nine knowledge areas |
| Projects as a distinct class of activity |
| Managing projects |
| The project management lifecycle |
| Summary |
| Notes |
| Chapter 2. Project organization, people and management |
| Aims of this chapter |
| Structure of this chapter |
| First thoughts |
| Main kinds of organization and consequences for project management |
| Project management system |
| Project organization and project roles |
| Managing the project team |
| Project lifecycle |
| Summary |
| Further reading |
| Notes |
| Chapter 3. Project management processes |
| Aims of this chapter |
| Process groups rationale and general principles |
| The initiating process group |
| The planning process group |
| The executing process group |
| The monitoring and controlling process group |
| The closing process group |
| Summary |
| Notes |
| Chapter 4. Project integration management |
| Aims of this chapter |
| What is project integration management? |
| The role of integration in project management |
| A first look at project integration management |
| Processes and process groups of integration management |
| Develop project charter |
| Develop preliminary project scope statement |
| Develop project management plan |
| Project initiation |
| Direct and manage project execution |
| Other project integration management tools and techniques |
| Summary |
| Further reading |
| Notes |
| Chapter 5. Project scope management |
| Aims of this chapter |
| What is project scope management? |
| Principles of project scope management |
| Scope planning |
| Scope definition |
| Create work breakdown structure |
| Scope verification |
| Scope creep |
| Scope control |
| Scope management process in action |
| Summary |
| Chapter 6. Project time management |
| Aims of this chapter |
| What is time management? |
| Time management in projects |
| Trading time |
| Project time management process group |
| Activity definition |
| Activity sequencing |
| Activity resource estimating |
| Activity duration estimating |
| Schedule development |
| Schedule control |
| Meetings and time management |
| Summary |
| Chapter 7. Cost management |
| Aims of this chapter |
| Costs matter |
| Key concepts |
| The importance of costs and financial knowledge |
| Scope and cost |
| Five rules of thumb for estimating costs |
| A specialist task |
| Cost management process groups |
| Cost estimating |
| Cost budgeting |
| Cost control |
| Summary |
| Further reading |
| Notes |
| Chapter 8. Quality Management |
| Aims of this chapter |
| An introduction to the concept of quality |
| Quality management an overview of the knowledge area |
| Quality and quality management defined |
| Quality planning |
| The difference between quality assurance and quality control |
| Summary |
| Further reading |
| Notes |
| Chapter 9. People Management (Human Resources) |
| Aims of this chapter |
| People matter |
| Project HR management processes |
| HR planning |
| Acquire the project team |
| Develop the project team |
| Manage the project team |
| Summary |
| Further reading |
| Chapter 10. Project Communications Management |
| Aims of this chapter |
| Why communication is important in projects |
| Some problems of project communication |
| Ten principles of project communication |
| A systematic approach to communications management |
| Summary |
| Further reading |
| Chapter 11. Project Risk Management |
| Aims of this chapter |
| What is project risk management? |
| Risk management principles |
| Risk management planning |
| Risk identification |
| Qualitative risk analysis |
| Quantitative risk analysis |
| Risk response planning |
| Risk monitoring and control |
| Summary |
| Chapter 12. Project Procurement Management |
| Aims of this chapter |
| What is project procurement management? |
| Why bother with procurement management? |
| How does procurement management fit in the process groups? |
| Critical factors in procurement |
| Steps in project procurement management |
| Contracts |
| Contract statement of work |
| Contract administration |
| Contract change control system |
| The project manager's role |
| The special problems of IT procurement |
| Centralized/decentralized contracting |
| Summary |
| Notes |
| Chapter 13. Professional Responsibility |
| Aims of this chapter |
| What is a profession? What is professional responsibility? |
| The business case for professional responsibility |
| The PMI and professional responsibility |
| Codes of ethics |
| Summary |
| Note |
| Appendix A. The critical chain method |
| Understanding activity durations |
| Critical chain and activity durations |
| Focus on critical activities |
| The project buffer as a diagnostic |
| Action summary |
| Notes |
| Appendix B. Benefits Management |
| The problem |
| Benefits management |
| Business benefits |
| Summary |
| Appendix C. PMI Exam Preparation |
| Aims of this appendix |
| What are the credentials offered by the PMI? |
| PMP or CAPM? |
| Exam structure |
| Preparing for and sitting the exam |
| Examples of questions |
| Afterword Ten Top Tips for Managing Projects |
| 1 Know your people |
| 2 Cultural and ethical realism |
| 3 Know the business |
| 4 Keep everyone happy, or at least content |
| 5 Communicate in the most appropriate manner |
| 6 Get a grip on the politics early |
| 7 Consider the unexpected and allow for it |
| 8 Don't sugar the pill. Tell it as it is |
| 9 Consider the practical implications of high-level decisions |
| 10 Be the good guy. Honesty, sincerity and trust |
| Index |
