The Mcgraw-hill 36-hour Project Management Course

by Cooke, Helen

• ISBN13: 9780071438971
• ISBN10: 0071438971
• Format: Paperback
• Copyright: 2005-02-11
• Publisher: McGraw-Hill

Summary

Project management is today's hottest topic, yet fully integrative, timely, and broad-based coverage is difficult to find. The McGraw-Hill 36-Hour Project Management Course synthesizes and organizes current PM knowledge and material from the Project Management Institute and other leading bodies of knowledge into one comprehensive and contemporary resource. Real-life case studies and examples, placed in the context of state-of-the-art applications, make this course book valuable to a wide range of professionals in virtually any industry.

Author Biography

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

Karen Tate (Cincinnati, OH) is the founder and owner of two successful management consulting firms.

Table of Contents

1. Project Management	1	(30)
Overview and Goals	1	(1)
What Is Project Management?	1	(10)
Why Make a Distinction between Projects and Operations?	11	(5)
The Relationship of Project Management to Implementing Desired Change	16	(8)
The Value-Added Proposition: Declaring and Revalidating Project Value	24	(1)
Benefits of Adopting Project Management Approaches	25	(1)
Summary	26	(1)
End-of-Chapter Questions	27	(4)
2. Project Management Concepts	31	(30)
Overview and Goals	31	(1)
What Is a Project?	31	(7)
Natural Phases of Projects	38	(4)
Contrasting Project Life Cycle and Product Life Cycle	42	(9)
Types of Projects	51	(2)
How Project Management Is Applied in Different Settings	53	(4)
Summary	57	(1)
End-of-Chapter Questions	57	(4)
3. The Project Management Leader	61	(26)
Overview and Goals	61	(1)
The Project Leader's Integrated Skill Set	62	(1)
Essential Characteristics of the Project Management Leader	63	(9)
Knowledge, Skills, and Abilities of the Project Manager	72	(8)
Other Leadership Roles on Large Projects	80	(3)
Summary	83	(1)
End-of-Chapter Questions	83	(4)
4. The Process of Managing Projects	87	(16)
Overview and Goals	87	(1)
The Basics	88	(4)
How Projects Get Started	92	(5)
The Project's Life Cycle: Project Phases	97	(2)
Summary	99	(1)
End-of-Chapter Questions	100	(3)
5. Planning Concepts	103	(18)
Overview and Goals	103	(1)
Project Planning	103	(8)
Detailed Planning	111	(6)
Plan Approval	117	(1)
Summary	118	(1)
End-of-Chapter Questions	119	(2)
6. High-Level Planning	121	(22)
Overview and Goals	121	(1)
It Is All about Planning	122	(1)
High-Level Planning	122	(5)
Scope and Objectives Planning	127	(7)
Documenting the Plan	134	(4)
Completing Initial High-Level Documentation	138	(1)
Review of the Overall Plan before Detailed Plan Development	139	(2)
Summary	141	(1)
End-of-Chapter Questions	142	(1)
7. Detailed Planning for Execution	143	(22)
Overview and Goals	143	(1)
Creating a Work Plan for Execution	144	(5)
The Go/No-Go Decision	149	(1)
Implementation Detail for Startup	150	(7)
Planning for Team Management	157	(2)
Communications Plan	159	(1)
Planning for Stakeholder Management	160	(2)
Quality Plan	162	(1)
Summary	162	(1)
End-of-Chapter Questions	163	(2)
8. Building and Developing a Team	165	(14)
Overview and Goals	165	(1)
Creating an Environment for Success	166	(1)
The Importance of Communication on Projects	166	(1)
Team Development	167	(1)
Human Resources Management	168	(1)
Creating Teams of Similar and Dissimilar People	168	(2)
Creating a Project Management Culture	170	(4)
Team Building	174	(1)
Establishing Project Management Culture on Virtual Projects	175	(1)
Managing Team Resources	175	(1)
Summary	176	(1)
End-of-Chapter Questions	177	(2)
9. Facilitating Project Execution and Closeout	179	(20)
Overview and Goals	179	(1)
Creating a Success Environment with Processes	180	(1)
Communications	180	(4)
Managing Quality	184	(1)
Managing Cost	185	(2)
Managing Time	187	(1)
Managing Risk	188	(3)
Policy and Standards	191	(1)
Project Integration Management	191	(2)
All Projects Have a Beginning and an End	193	(1)
Turnover of Responsibility for Deliverables	193	(2)
Lessons Learned and Process Improvements	195	(1)
Summary	196	(1)
End-of-Chapter Questions	197	(2)
10. The Context for Project Management	199	(16)
Overview and Goals	199	(1)
Quality Assumptions	200	(4)
The Project Culture: Continuous Learning and Improvement	204	(1)
Project Decisions as an Element of Quality	205	(1)
The Wright Brothers' Project to Create Controlled Flight	206	(5)
Project Managers Do Not Always Get High Visibility	211	(1)
Staying Aligned with the External Environment	212	(1)
Summary	212	(1)
End-of-Chapter Questions	213	(2)
11. Controlling Project Work	215	(16)
Overview and Goals	215	(2)
Project Control and the Triple Constraint	217	(7)
Earned Value as a Means of Control	224	(2)
Project Management Tools	226	(1)
Leveraging Technology	227	(1)
Summary	228	(1)
End-of-Chapter Questions	229	(2)
12. Organizational Project Management Maturity	231	(28)
Overview and Goals	231	(1)
Improving the Project Environment	232	(2)
Definition of Organizational Project Management Maturity	234	(1)
How Process Improvement Applies to Project Management	235	(5)
A Project's Business and Work Context	240	(1)
Leveraging the Organization's Resources	240	(2)
Determining the Organization's Project Management Maturity	242	(4)
Technology to Enhance Organizational Project Management Maturity	246	(3)
The Project Management Office or Program Management Office (PMO)	249	(5)
Standard Processes to Improve Project Management	254	(1)
Standard Metrics	255	(1)
Summary	256	(1)
End-of-Chapter Questions	256	(3)
13. Conclusion	259	(8)
Key Concepts to Remember	262	(1)
Advancing Both the Project and the Profession	263	(1)
End-of-Chapter Questions	264	(3)
Appendix A: Process Model	267	(8)
Appendix B: Templates	275	(22)
Appendix C: Organizational Assessment	297	(6)
Appendix D: Case Study	303	(6)
Appendix E: Deliverables' Life Cycles	309	(4)
Notes	313	(6)
Answer Key to End-of-Chapter Questions	319	(4)
Index	323
Final Examination	E-1