The Fast Forward MBA in Project Management

Acknowledgments xiii About the Author xv Preface xvii Part 1 Introduction Chapter 1—Project Management: A Platform For Innovation 2 A Timeless Leadership Toolset 3 Project Management is Keeping Pace with Global Change 4 Project Management is an Essential Leadership Skillset 5 Successful Projects Deliver Value 6 The Art and Science of Project Leadership 6 A Practical Checklist for Successful Projects: How This Book Will Help You 8 Beyond the Book: Tools for Application and Continuous Learning 12 End Point 13 Stellar Performer: OrthoSpot 14 Stellar Performer: PM4NGOs 15 Chapter 2—Project Leadership: People Before Process 16 The Project Leadership Challenge 17 Build a Team Culture Suited to a Journey of Discovery 19 Temporary Teams Form Before They Perform 21 Build Personal Authority and Influence 24 Project Leaders Need Political Savvy 25 Your Decision to Lead 26 End Point 28 Chapter 3—Foundation Principles of Project Management 29 Projects Require Project Management 29 How a Project is Defined 30 The Challenge of Managing Projects 31 The Evolution of a Discipline 32 The Definition of Project Success 36 Project Management Functions 38 Project Life Cycle 40 Organizing for Projects 43 Project Managers Are Leaders 44 End Point 45 Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46 Chapter 4—Agile and Waterfall: Choose A Development Process 51 Defining Value: A New Lens for Judging Projects Informs the Development Process 52 Choose a Product Development Process That Delivers Value 53 Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57 A Development Process is Not Project Management 58 Waterfall or Agile: Which Delivers the Best Value? 58 Common Agile Practices 63 Common Agile Benefits 65 Choosing Between Agile and Waterfall Development 67 Innovation Projects Experiment to Discover Desirability and Viability 69 Product Development Methods Influence Project Management 70 End Point 71 Stellar Performer: The Lean Startup Innovation Movement 72 Part 2 Defining The Project Chapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78 Project Initiation’s Place in the Project Life Cycle 79 A Mini-Analysis Phase or a Complete Project 79 The Role of a Project Manager in Project Initiation 80 A Business Case Defines the Future Business Value 81 Business Risk and Project Risk 82 Managing Requirements is Tightly Linked to Project Initiation 82 Common Principles for Project Initiation 84 Project Selection and Prioritization 89 Basic Business Case Content 90 Designing a Realistic Initiation Process 94 Project Leadership: Focus on Value 94 End Point 95 Fast Foundation in Project Management 95 Stellar Performer: The Logical Framework Approach 96 Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105 Stakeholder Focus Throughout the Life of the Project 106 Stakeholder Management is Risk Management for People 108 Stakeholder Roles on Every Project 109 Stakeholder Roles: Project Manager 109 Stakeholder Roles: Project Team 110 Stakeholder Roles: Management 111 Stakeholder Roles: The Customer 114 Affected Stakeholders Can Make Crucial Contributions 116 Engage Affected Stakeholders 118 Lead the Stakeholders 118 End Point 119 Fast Foundation in Project Management 119 Chapter 7—Write The Rules: Manage Expectations and Define Success 121 Project Rules Are the Foundation 122 Publish a Project Charter 124 Write a Project Charter 126 Responsibility Matrix 134 End Point 136 Fast Foundation in Project Management 138 Part 3 The Planning Process Chapter 8—Risk Management: Minimize The Threats To Your Project 143 All Project Management is Risk Management 145 The Risk Management Framework 147 Step One: Identify the Risks 149 Step Two: Analyze and Prioritize the Risks 153 Step Three: Develop Response Plans 159 Step Four: Establish Contingency and Reserve 165 Step Five: Continuous Risk Management 166 Unexpected Leadership 167 End Point 168 Fast Foundation in Project Management 168 Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170 Defining the Work Breakdown Structure 171 Building a Work Breakdown Structure 175 Criteria for a Successful Work Breakdown Structure 177 Work Package Size 181 When Very Small Tasks Make Sense 182 Planning for Quality 183 Breaking Down Large Programs 184 Contractors or Vendors Can Provide a WBS 185 End Point 186 Chapter 10—Realistic Scheduling 188 Planning Overview 189 Planning Step Two: Identify Task Relationships 190 Planning Step Three: Estimate Work Packages 195 Planning Step Four: Calculate an Initial Schedule 201 Planning Step Five: Assign and Level Resources 208 Small Projects Need Smaller Plans 220 End Point 221 Fast Foundation in Project Management 222 Chapter 11—Manage Agile Development With Scrum 223 Scrum is a Framework 225 Scrum at a Glance 225 Managing the Product Backlog 230 Make the Plan Visible: Task Boards and Burndown Charts 232 Key Factors for Scrum to Be Effective 235 Scrum and Project Management 236 End Point 236 Chapter 12—The Art and Science of Accurate Estimating 238 Estimating Fundamentals 239 Estimating Techniques 245 Building the Detailed Budget Estimate 255 Generating the Cash Flow Schedule 262 End Point 263 Fast Foundation in Project Management 264 Stellar Performer: Tynet, Inc. 265 Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269 Three Levels of Balancing a Project 270 Balancing at the Project Level 271 Balancing at the Business Case Level 281 Balancing at the Enterprise Level 285 End Point 286 Stellar Performer: Seattle Mariners Baseball Park 287 Stellar Performer: Boeing 767-400ER Program 291 Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294 Lessons from Film, Television, and Video Production 295 Lessons from Creating Video Games 299 Lessons from Music Production 302 Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305 End Point 310 Stellar Performer: Flexible Life Cycle Transcends Industries 311 Part 4 Controlling The Project Chapter 15—Build A High-Performance Project Team 314 A Framework for Building High-Performance Teams 318 Leadership Responsibilities 323 Building a Positive Team Culture 324 Ground Rules 325 Team Identity 326 Team Listening Skills 331 Meeting Management 335 Collaborative Problem-Solving 337 Problem Analysis 338 Decision Modes 340 Conflict Management 345 Continuous Learning 348 Job Satisfaction 353 End Point 353 Fast Foundation in Project Management 354 Stellar Performer: Habitat for Humanity 355 Chapter 16—Communicate With Project Stakeholders 357 Embrace Your Role as a Leader 358 Creating a Communication Plan 358 Communicating Within the Project Team 365 Virtual Teams Benefit from Formal Communication 371 Closeout Reporting 374 End Point 375 Fast Foundation in Project Management 376 Stellar Performer: Lockheed Martin Aeronautics 377 Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381 Why the People Side Matters 382 Outcomes Desired: Individual Change Management Using ADKAR 385 Actions Required: Organizational Change Management 389 Roles: Who Does Change Management 391 End Point 392 Chapter 18—Control Scope To Deliver Value 393 The Change Control Process 394 Configuration Management 400 Change Control is Essential for Managing Expectations 402 End Point 402 Fast Foundation in Project Management 402 Chapter 19—Measure Progress 404 Measuring Schedule Performance 404 Measuring Cost Performance 409 Earned Value Reporting 411 Escalation Thresholds 419 Cost and Schedule Baselines 421 End Point 423 Chapter 20—Solve Common Project Problems 425 Responsibility Beyond Your Authority 425 Disaster Recovery 426 When the Customer Delays the Project 427 The Impossible Dream 428 Fighting Fires 429 Managing Volunteers 429 End Point 430 Part 5 Advancing Your Practice of Project Management Chapter 21—Enterprise Project Management: Align Projects With Strategy 433 Defining Enterprise Project Management 435 Three Tiers of Management Within EPM: Portfolio, Program, Project 436 The Four Components of EPM: Process, People, Technology, PMO 440 Establish Consistent EPM Processes 441 Technology Enables EPM Processes 444 The People Who Deliver Projects 447 Support Project Management: The Project Management Office 448 End Point 456 Stellar Performer: Bill & Melinda Gates Foundation 458 Chapter 22—Requirements: Describe The Solution Target 465 Requirements and Project Management Are Intimately Connected 466 Requirement Types Illustrate the Evolving Product Vision 467 Requirements Scope and Processes 469 Requirements Development Activities 471 Requirements Management Activities 474 The Audience for Requirements 476 End Point 478 Chapter 23—Use The Quality Discipline To Hit The Target 480 The Cost of Quality 481 Build the Quality Discipline into a Project 483 Quality Assurance and Quality Control 485 Quality Practices Improve Requirements 487 The Quality Discipline Improves Processes 488 Quality is an Organizational Commitment 490 End Point 491 Chapter 24—Pass The Pmp Exam 493 Requirements to Earn the PMP 494 Top 10 Study Tips for the PMP Exam 494 End Point 497 Appendix A: Forms Available Online 498 Appendix B: The Detailed Planning Model 499 Notes 508 Index 511