Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Helen Cooke is a project management veteran with extensive experience in consultation, implementation, and teaching.
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. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.