The McGraw-Hill 36-Hour Course: Project Management, Second Edition

by Cooke, Helen; Tate, Karen

• ISBN13: 9780071738279
• ISBN10: 0071738274
• Edition: 2nd
• Format: Paperback
• Copyright: 2010-10-12
• Publisher: McGraw Hill

Summary

Schedule and coordinate projects seamlessly, start to finish!In today's ultracompetitive world of business, those in charge want results on time and on budget--and they're turning to project managers to deliver. Skilled project managers are in high demand, and the profession is growing at an unprecedented rate.The McGraw-Hill 36-Hour Course: Project Management, Second Edition, combines expert insight, advice based on realworld experience, and the latest developments into a single, concise package. In the span of 36 hours, you'll learn how to: plan, launch, manage, and close projects Build the best team for each project Shape and drive a project using effective leadership Manage quality, costs, time, and risk Deploy the latest project management technologiesComplete with chapter-ending self-tests and a comprehensive online final exam,The McGraw-Hill 36-Hour Course: Project Management, Second Edition, provides the guidance you need to manage any project under any conditions.

Author Biography

Helen Cooke is a project management veteran with extensive experience in consultation, implementation, and teaching.

Table of Contents

Project Management	p. 1
Overview and Goals	p. 1
What is Project Management?	p. 1
Why make a Distinction Between Projects and Operations?	p. 12
The Relationship of Project Management to Implementing Desired Change	p. 17
The Value-Added Proposition: Declaring and Revalidating Project Value	p. 26
Benefits of Adopting Project Management Approaches	p. 28
Summary	p. 29
Review Questions	p. 30
Project Management Concepts	p. 33
Overview and Goals	p. 33
What is a Project?	p. 33
Natural Phases of Projects	p. 42
Contrasting Project Life Cycle and Product Life Cycle	p. 46
Types of Projects	p. 57
How Project Management is Applied in Different Settings	p. 59
Summary	p. 63
Review Questions	p. 64
The Project Management Leader	p. 67
Overview and Goals	p. 67
The Project Leader's Integrated Skill Set	p. 68
Essential Characteristics of the Project Management Leader	p. 70
Knowledge, Skills, and Abilities of the Project Manager	p. 80
Other Leadership Roles on Large Projects	p. 88
Summary	p. 91
Review Questions	p. 92
The Process of Managing Projects	p. 95
Overview and Goals	p. 95
The Basics	p. 96
How Projects Get Started	p. 102
The Project's Life Cycle: Project Phases	p. 107
Summary	p. 110
Review Questions	p. 111
Planning Concepts	p. 113
Overview and Goals	p. 113
Project Planning	p. 113
Detailed Planning	p. 122
Plan Approval	p. 130
Summary	p. 131
Review Questions	p. 132
High-Level Planning	p. 133
Overview and Goals	p. 133
It is All About Planning	p. 134
High-Level Planning	p. 134
Scope and Objectives Planning	p. 144
Documenting the Plan	p. 152
Completing Initial High-Level Documentation	p. 157
Review of the Overall Plan Before Detailed Plan Development	p. 158
Summary	p. 160
Review Questions	p. 161
Detailed Planning for Execution	p. 163
Overview and Goals	p. 163
Creating a Work Plan for Execution	p. 164
The Go/No-Go Decision	p. 170
Implementation Detail for Start-Up	p. 173
Planning for Team Management	p. 180
Communications Plan	p. 183
Planning for Stakeholder Management	p. 184
Quality Plan	p. 186
Summary	p. 187
Review Questions	p. 188
Building and Developing a Team	p. 189
Overview and Goals	p. 189
Creating an Environment for Success	p. 190
The Importance of Communication on Projects	p. 191
Team Development	p. 191
Human Resources Management	p. 192
Creating Teams of Similar and Dissimilar People	p. 193
Creating a Project Management Culture	p. 195
Team Building	p. 201
Establishing Project Management Culture on Virtual Projects	p. 202
Managing Team Resources	p. 205
Summary	p. 207
Review Questions	p. 208
Facilitating Project Execution and Closeout	p. 211
Overview and Goals	p. 211
Creating a Success Environment with Processes	p. 212
Communications	p. 213
Managing Quality	p. 217
Managing Cost	p. 218
Managing Time	p. 220
Managing Risk	p. 221
Policy and Standards	p. 224
Project Integration Management	p. 225
All Projects Have a Beginning and an End	p. 226
Turnover of Responsibility for Deliverables	p. 227
Lessons Learned and Process Improvements	p. 229
Summary	p. 230
Review Questions	p. 231
The Context for Project Management	p. 233
Overview and Goals	p. 233
Quality Assumptions	p. 234
The Project Culture: Continuous Learning and Improvement	p. 238
Project Decisions as an Element of Quality	p. 239
The Wright Brothers' Project to Create Controlled Flight	p. 241
Project Managers Do Not Always Get High Visibility	p. 246
Staying Aligned with the External Environment	p. 247
Summary	p. 247
Review Questions	p. 248
Controlling Project Work	p. 251
Overview and Goals	p. 251
Project Control and the Triple Constraint	p. 253
Earned Value as a Means of Control	p. 264
Project Management Tools	p. 267
Leveraging Technology	p. 268
Summary	p. 270
Review Questions	p. 271
Organizational Project Management Maturity	p. 273
Overview and Goals	p. 273
Management Structure and Culture	p. 275
Improving the Project Environment	p. 280
Definition of Organizational Project Management Maturity	p. 280
How Process Improvement Applies to Project Management	p. 284
A Project's Business and Work Context	p. 289
Leveraging the Organization's Resources	p. 293
Determining the Organization's Project Management Maturity	p. 295
Technology to Enhance Organizational Project Management Maturity	p. 301
The Project Management Office or Program Management Office (PMO)	p. 306
Standard Processes to Improve Project Management	p. 313
Standard Metrics	p. 313
Conclusion	p. 315
Key Concepts to Remember	p. 321
Advancing Both the Project and the Profession	p. 323
Review Questions	p. 324
Process Model	p. 327
Templates	p. 335
Organizational Assessment	p. 357
Case Study	p. 363
Deliverables' Life Cycle	p. 369
Notes	p. 373
Index	p. 383
Instructions for Accessing Online Final Exam and Chapter Quiz Answers	p. 390
Table of Contents provided by Ingram. All Rights Reserved.