Project Management for Mere Mortals

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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2007-06-25
  • Publisher: Addison-Wesley Professional

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The professional's guide to project management - 80,000 certified project manager professionals strong!

Author Biography

Claudia M. Baca, PMP, PMI OPM3 ®, Certified Assessor and Consultant, has been active in the project management industry since 1984 and has project management experience in the information technology, telecommunications, and e-commerce industries. During her long and varied career, Claudia has managed multiple mission-critical projects for companies as varied as a major telecommunications company to an Internet start-up company. She most recently was the vice president of Consulting Services for a nationally known project management consulting firm. Currently, Claudia is an independent consultant focusing on project management consulting and training. She lectures for the Project Management Institute’s Denver chapter, as well as teaches for Colorado State University and Denver’s Front Range Community College.


Claudia was a member of the leadership team that produced the standard for Project Management Maturity,OPM3, and is currently working on the second edition of that standard. She has a Master’s Certificate in Program Management from Denver University and earned her PMP in 1995.


Claudia is also an experienced writer and technical editor. She coauthored the paper “Organizational Project Management Maturity Model (OPM3)”, presented at the PMI Global Congress Europe in 2003. She coauthored the paper “The Past, the Present and the Future of OPM3 ,” presented at the PMI Global Congress North America, 2004, and also coauthored “OPM3–The Path to Organizational Achievement of Strategic Business Improvement,” presented at the PMI North American Congress in October 2007 in Atlanta, Georgia. In addition, she is the technical editor of the PMP Project Management Professional Study Guideand the IT Project + Study Guide , and is the coauthor of PMP Project Management Professional Workbook , all published by Sybex. In 2005, Claudia published the Project Management Spotlight on Change Managementin March and the PMP Project Management Professional Study Guide Deluxe Editionin August, both by John Wiley Publishing. Her first work for Addison-Wesley is Project Management for Mere Mortals , in 2007.


Claudia was the first person to be certified by PMI® and Det Norske Veritas (DNV) as a PMI Certified OPM3 ® Assessor and Consultant. She has assessed and improved project management maturity in organizations ranging in size from a nuclear power plant to a 50-employee telecommunication networking company.


Table of Contents

Forewordp. xv
Prefacep. xvii
Acknowledgmentsp. xxv
About the Authorp. xxvii
Setting the Project Management Contextp. 1
Conceptsp. 2
What Is Project Management?p. 2
Role of the Project Managerp. 3
The Hierarchy of Project Managementp. 6
Organizational Structuresp. 9
Life Cyclep. 11
Teamingp. 12
Empathyp. 13
Negotiationp. 13
Influencingp. 13
Walking the Talkp. 13
Ego in Checkp. 13
Politicsp. 14
Summaryp. 15
Case Studyp. 15
Review Questionsp. 17
You've Been Assigned a Project!p. 19
Chartering the Projectp. 20
Formal Charteringp. 20
Informal Charteringp. 23
Measures of Performancep. 23
Defining MOPsp. 25
MOPs and the Triple Constraintsp. 27
More about MOPsp. 29
Putting Together a MOPp. 31
Preliminary Scope Statementsp. 32
Project Costsp. 35
Starting the Project Planp. 38
Teamingp. 41
Politicsp. 43
What's in it for Them?p. 43
How Much Power Do You Really Have?p. 45
Summaryp. 47
Case Studyp. 48
Review Questionsp. 51
How Big Is This Project?p. 53
Defining the Scopep. 54
Product Requirementsp. 60
Setup Stepp. 61
Requirements Gathering Stepp. 68
Confirming the Requirements Stepp. 80
Baseline and Control Stepp. 83
Creating the WBSp. 86
Desk Testingp. 90
Teamingp. 91
Politicsp. 92
Summaryp. 94
Case Studyp. 95
Review Questionsp. 97
Laying Out the Workp. 99
Defining Tasksp. 100
Creating the List of Tasksp. 100
Completion Criteriap. 104
Sequencing the Workp. 107
Dependenciesp. 108
Dependency Relationshipsp. 109
Creating a Network Diagramp. 111
Teamingp. 117
Politicsp. 122
Summaryp. 124
Case Studyp. 124
Review Questionsp. 130
The Art of Estimatingp. 131
Estimating Definitionsp. 132
Estimating Techniquesp. 135
Analogous Estimatingp. 135
Parametric Estimatingp. 136
Bottom-Up Estimatingp. 136
Three-Point Estimatingp. 137
Reserve Analysisp. 137
Expert Judgmentp. 140
What to Estimatep. 140
Resource Estimationp. 141
Duration Estimationp. 148
Cost Estimationp. 153
Teamingp. 161
Politicsp. 163
Preset Durationp. 163
When the Boss Creates the Estimatesp. 164
Summaryp. 165
Case Studyp. 165
Review Questionsp. 168
Quality-How Good Does It Have to Be?p. 169
Before You Planp. 170
Quality Standardsp. 171
Quality Policyp. 173
Planning Quality Inp. 174
The Cost of Qualityp. 180
The Cost of Conformancep. 180
The Cost of Nonconformancep. 181
Teamingp. 188
Decision Logp. 190
Forcing Conflictp. 191
Politicsp. 191
Scenario: The Climberp. 193
Scenario: The Diggerp. 194
Summaryp. 194
Case Studyp. 195
Review Questionsp. 206
Communication-What Do You Think About My Project?p. 207
Communication 101p. 208
Who Are the Recipients?p. 210
Timing Is Everythingp. 216
Why Do This Communication?p. 223
What to Communicate?p. 226
Know Your Recipients-Generalp. 229
Know Your Recipients-Special Handlingp. 236
Teamingp. 248
Politicsp. 249
Summaryp. 251
Case Studyp. 251
Review Questionsp. 256
Risk-What Should You Worry About?p. 257
What Is Your Risk Strategy?p. 258
Identifying Riskp. 260
How Do You Gather Risks?p. 260
Not All Risks Are Created Equalp. 266
Impactp. 266
Probabilityp. 267
Response Planningp. 272
Getting Ready for Risks to Occurp. 276
Teamingp. 279
Politicsp. 281
Summaryp. 283
Case Studyp. 284
Review Questionsp. 289
Creating the Schedulep. 291
Pulling the Work Togetherp. 292
Calculating Critical Pathp. 293
Calculating Critical Path for the TTR Projectp. 298
Applying PERT Estimatesp. 302
Assigning and Leveling Resourcesp. 304
Schedule Compressionp. 314
Crashingp. 314
Fast-Trackingp. 316
Descopingp. 317
Understanding the Flow of the Workp. 322
Teamingp. 324
Politicsp. 326
Summaryp. 327
Case Studyp. 327
Review Questionsp. 330
Budgeting-How Much?p. 331
Budgeting 101p. 332
Building the Budgetp. 332
Reservesp. 344
Feesp. 346
Reconciling the Budgetp. 347
Budget Crashingp. 347
Descopingp. 348
Cost Baselinep. 349
Teamingp. 350
Politicsp. 352
Summaryp. 353
Case Studyp. 353
Review Questionsp. 366
The Rhythm of Project Executionp. 369
All About Executionp. 370
Creating the Baselinesp. 370
Getting into a Rhythmp. 373
Status Meetingsp. 374
Issues Managementp. 374
The Work of Project Executionp. 376
Types of Workp. 376
Quality Auditsp. 378
Teamingp. 380
Politicsp. 382
Summaryp. 383
Case Studyp. 384
Review Questionsp. 395
Keeping the Project on Trackp. 397
Monitoring and Controlling Variancep. 398
Variance Analysisp. 400
Earned Value Techniquep. 403
Determining the Impactp. 406
Corrective Actionp. 408
Other Monitoring and Controlling Activitiesp. 410
Controlling and Monitoring Project Risksp. 410
Controlling and Monitoring the Product of the Projectp. 411
Monitoring the Implementation of Changes from Change Controlp. 411
Teamingp. 412
Politicsp. 413
Summaryp. 415
Case Studyp. 415
Review Questionsp. 419
Controlling Changesp. 421
The Concept of Change Controlp. 422
The Process of Change Controlp. 423
The Change Control Process Step by Stepp. 424
Change Trackingp. 431
Teamingp. 433
Politicsp. 434
Summaryp. 436
Case Studyp. 436
VNLE Activities Going Wellp. 437
VNLE Activities Needing Improvementp. 438
Review Questionsp. 440
Success!-Closing the Projectp. 441
Preparing for Implementationp. 442
Readiness Reviewp. 442
Scope Verificationp. 445
Turnoverp. 446
Closing the Projectp. 446
Lessons Learnedp. 447
Celebrate!p. 449
Teamingp. 449
Politicsp. 451
Summaryp. 452
Case Studyp. 452
Review Questionsp. 456
Answers to the Review Questionsp. 457
Glossaryp. 471
Bibliographyp. 477
Indexp. 479
Table of Contents provided by Ingram. All Rights Reserved.


Project Management for Mere Mortals Preface Whether you think you can or think you can't: either way you are right. --Henry Ford I started my career in project management many years ago, when a wise woman I worked for said she had heard about a new discipline called project management and thought I should go to a class and check it out. I signed up for the class, called "Government Project Management." On the first day, I walked into a room of 19 men in military uniform. I was the only woman and the only person from the private sector. When I was finished with the class, my organization decided that I was now a project manager and gave me a very complex project to run that included changing more than 500 software modules from all parts of the organization. I delivered the project three months late and well over budget. My career continued on, with me learning from the school of hard knocks until 1995. In 1995, I attained my Project Management Professional designation from the Project Management Institute, and also received a Master's Certificate in Program Management from Denver University. These two accomplishments changed my career and my outlook on project management. Since I've received those two designations, I have never missed a triple constraint on a project for which I was the project manager. Now, I can't say that I didn't negotiate a new date, a new MOP, or a new budget since then. But my client or sponsor willingly agreed to the change based on what was best for the business and the project. What Is This Book About? This book contains my knowledge gained over the years, as well as the knowledge of my friends who are great project managers. It covers the basics of good project management built on the good practices in The Guide to the Project Management Body of Knowledge( PMBOK#xAE; Guide). It also covers tried-and-true techniques for making projects work--and work well. The book is organized by chapters that cover specific topics of project management. For example, Chapter 6 is all about project quality. But each chapter also has five sections for you to use. The first several parts of every chapter explore the mechanics of project management specific to the topic at hand. You will encounter processes, tools, and techniques that you can use to successfully deal with that topic on your projects. The next section in each chapter deals with the human resources on your project. How do you get your project team to work with you to create the objectives of the project? How do you build an atmosphere of success in which people want to work? Following the human resources section is a section that covers project politics. Throughout my career, I have worked very hard to deliver good projects. But I always had the feeling of being a salmon trying to swim upstream. It was never easy because of the politics in my organizations. In the politics section, you'll investigate techniques for establishing a good offense for project politics, as well as learn what to do when a good offense is not enough. Each chapter has a case study section. This case study introduces our project manager hero, Chris Williams. You'll watch as Chris uses the tools and techniques introduced in the chapter, as well as those you learned about in previous chapters. Finally, each chapter includes a set of review questions that cover the most important tools and techniques covered in that chapter. You'll find the answers to the review questions in the Appendix. A unique feature of this book is the collaboration between this book and Microsoft Project for Mere Mortals,by Patti Jansen. These books were developed in conjunction with each other. Based on that collaboration, when you read about a topic described in this book, you can go to Patti's book and see how you would handle the same topic in MS Project. With the two books, you'll have everything you need to manage your next project using sound tools and techniques and MS Project. Who Should Read This Book? The original intent of this book was to be a beginning project management book. Through the development, though, I've come to realize that facets of it apply to many different levels of experienced project managers. My reviewers have confirmed that they learned about new tools and techniques, even though they have been project managers for many years. Here's a synopsis of what is available for each of you. New Project Managers As a new project manager, you will find the basics of your craft covered in the pages of this book. As you get deeper into your newly chosen profession, you'll that some projects need more rigor than others. I have noted throughout this book where you should apply the different processes described. You'll find techniques that you can use now and some that you will probably decide to use later in your career, as you get better at your craft. Intermediate Experienced Project Managers You've managed a few projects, and things are getting better with each one. You are looking for a way to make a quantum leap to completely successful project management. This is the book for you. Here you have the opportunity to review what you do against the processes of this book. You can refine your own processes based on what you find here. Besides, with the time it takes to manage a successful project, you probably haven't had the time to spend on the politics that are surrounding you. Here's your opportunity to tackle some of those tough subjects in one book. Experienced Professionals As an experienced project management professional, you have honed your craft and grown to be a really good project manager. However, you might find a few areas of your profession that need a little work. You'll find a myriad of sound techniques in this book to warrant your time. Also, the book has been organized to enable you to find exactly the topic you are looking for, with specific ideas on how to handle that situation. How This Book Is Organized The book is structured around project management topics. I start with a chapter defining some of the concepts of project management. But from the next chapter on, the book covers the topics in the order of planning activities: executing, monitoring, controlling, and closing. It looks as if the structure is sequential and that you must read the book start to finish. However, you can zone in on a specific topic and read about, for example, how to handle project risks from a planning perspective. Here's what each chapter covers: Chapter 1, "Setting the Project Management Context."This chapter establishes the structure of project management. I cover some of the fundamental definitions you should know. In the "Teaming" section, I cover the fundamental skills you should possess to effectively manage your team. And in "Politics," you explore the overarching political environment in which a project manager works. Chapter 2, "You've Been Assigned a Project!"This chapter is all about starting a project successfully. You'll explore project initiation and the preliminary documentation that must be produced at the start of the project. A new concept, Measures of Performance, is introduced here. MOPs are a terrific way to get clear about the results of the project. In "Teaming," you investigate how to get the best people assigned to your project. "Politics" covers planning for the politics that lie ahead. Chapter 3, "How Big Is This Project?"You start this chapter by defining the scope of the project. Basically, that means asking this multipart question: How do you progressively elaborate the MOP to create the scope, the work breakdown structure, and the order of

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