Project sponsorship almost always resides at the executive levels

Contents

Preface

Chapter 1: Overview

1.0 Introduction

1.1 Understanding Project Management

1.2 Defining Project Success

1.3 Success, Trade-Offs, and Competing Constraints

1.4 The Project Manager–Line Manager Interface

1.5 Defining the Project Manager’s Role

1.6 Defining the Functional Manager’s Role

1.7 Defining the Functional Employee’s Role

1.8 Defining the Executive’s Role

1.9 Working with Executives

1.10 Committee Sponsorship/Governance

1.11 The Project Manager as the Planning Agent

1.12 Project Champions

1.13 The Downside of Project Management

1.14 Project-Driven versus Non–Project-Driven Organizations

1.15 Marketing in the Project-Driven Organization

1.16 Classification of Projects

1.17 Location of the Project Manager

1.18 Differing Views of Project Management

1.19 Public-Sector Project Management

1.20 International Project Management

1.21 Concurrent Engineering: A Project Management Approach

1.22 Added Value

1.23 Studying Tips for the PMI® Project Management Certification Exam

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Answers

Problems

Chapter 2: Project Management Growth: Concepts and Definitions

2.0 Introduction

2.1 General Systems Management

2.2 Project Management: 1945–1960

2.3 Project Management: 1960–1985

2.4 Project Management: 1985–2012

2.5 Resistance to Change

2.6 Systems, Programs, and Projects: A Definition

2.7 Product versus Project Management: A Definition

2.8 Maturity and Excellence: A Definition

2.9 Informal Project Management: A Definition

2.10 The Many Faces of Success

2.11 The Many Faces of Failure

2.12 The Stage-Gate Process

2.13 Project Life Cycles

2.14 Gate Review Meetings (Project Closure)

2.15 Engagement Project Management

2.16 Project Management Methodologies: A Definition

2.17 Enterprise Project Management Methodologies

2.18 Methodologies Can Fail

2.19 Organizational Change Management and Corporate Cultures

2.20 Project Management Intellectual Property

2.21 Systems Thinking

2.22 Studying Tips for the PMI® Project Management Certification Exam

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Problems

Chapter 3: Organizational Structures

3.0 Introduction

3.1 Organizational Work Flow

3.2 Traditional (Classical) Organization

3.3 Developing Work Integration Positions

3.4 Line-Staff Organization (Project Coordinator)

3.5 Pure Product (Projectized) Organization

3.6 Matrix Organizational Form

3.7 Modification of Matrix Structures

3.8 The Strong, Weak, or Balanced Matrix

3.9 Center for Project Management Expertise

3.10 Matrix Layering

3.11 Selecting the Organizational Form

3.12 Structuring the Small Company

3.13 Strategic Business Unit (SBU) Project Management

3.14 Transitional Management

3.15 Barriers to Implementing Project Management in Emerging Markets

3.16 Seven Fallacies that Delay Project Management Maturity

3.17 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 4: Organizing and Staffing The Project Office and Team

4.0 Introduction

4.1 The Staffing Environment

4.2 Selecting the Project Manager: An Executive Decision

4.3 Skill Requirements for Project and Program Managers

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4.4 Special Cases in Project Manager Selection

4.5 Selecting the Wrong Project Manager

4.6 Next Generation Project Managers

4.7 Duties and Job Descriptions

4.8 The Organizational Staffing Process

4.9 The Project Office

4.10 The Functional Team

4.11 The Project Organizational Chart

4.12 Special Problems

4.13 Selecting the Project Management Implementation Team

4.14 Mistakes Made by Inexperienced Project Managers

4.15 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 5: Management Functions

5.0 Introduction

5.1 Controlling

5.2 Directing

5.3 Project Authority

5.4 Interpersonal Influences

5.5 Barriers to Project Team Development

5.6 Suggestions for Handling the Newly Formed Team

5.7 Team Building as an Ongoing Process

5.8 Dysfunctions of a Team

5.9 Leadership in a Project Environment

5.10 Life-Cycle Leadership

5.11 Value-Based Project Leadership

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5.12 Organizational Impact

5.13 Employee–Manager Problems

5.14 Management Pitfalls

5.15 Communications

5.16 Project Review Meetings

5.17 Project Management Bottlenecks

5.18 Cross-Cutting Skills

5.19 Active Listening

5.20 Project Problem-Solving

5.21 Brainstorming

5.22 Project Decision-Making

5.23 Predicting the Outcome of a Decision

5.24 Facilitation

5.25 Handling Negative Team Dynamics

5.26 Communication Traps

5.27 Proverbs and Laws

5.28 Human Behavior Education

5.29 Management Policies and Procedures

5.30 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 6: Management Of your time and Stress

6.0 Introduction

6.1 Understanding Time Management

6.2 Time Robbers

6.3 Time Management Forms

6.4 Effective Time Management

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6.5 Stress and Burnout

6.6 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 7: Conflicts

7.0 Introduction

7.1 Objectives

7.2 The Conflict Environment

7.3 Types of Conflicts

7.4 Conflict Resolution

7.5 Understanding Superior, Subordinate, and Functional Conflicts

7.6 The Management of Conflicts

7.7 Conflict Resolution Modes

7.8 Studying Tips for the PMI® Project Management Certification Exam

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Problems

Chapter 8: Special Topics

8.0 Introduction

8.1 Performance Measurement

8.2 Financial Compensation and Rewards

8.3 Critical Issues with Rewarding Project Teams

8.4 Effective Project Management in the Small Business Organization

8.5 Mega Projects

8.6 Morality, Ethics, and the Corporate Culture

8.7 Professional Responsibilities

8.8 Internal Partnerships

8.9 External Partnerships

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8.10 Training and Education

8.11 Integrated Product/Project Teams

8.12 Virtual Project Teams

8.13 Breakthrough Projects

8.14 Managing Innovation Projects

8.15 Agile Project Management

8.16 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 9: The Variables for Success

9.0 Introduction

9.1 Predicting Project Success

9.2 Project Management Effectiveness

9.3 Expectations

9.4 Lessons Learned

9.5 Understanding Best Practices

9.6 Best Practices versus Proven Practices

9.7 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 10: Working with Executives

10.0 Introduction

10.1 The Project Sponsor

10.2 Handling Disagreements with the Sponsor

10.3 The Collective Belief

10.4 The Exit Champion

10.5 The In-House Representatives

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10.6 Stakeholder Relations Management

10.7 Politics

10.8 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 11: Planning

11.0 Introduction

11.1 Validating the Assumptions

11.2 Validating the Objectives

11.3 General Planning

11.4 Life-Cycle Phases

11.5 Proposal Preparation

11.6 Kickoff Meetings

11.7 Understanding Participants’ Roles

11.8 Project Planning

11.9 The Statement of Work

11.10 Project Specifications

11.11 Milestone Schedules

11.12 Work Breakdown Structure

11.13 WBS Decomposition Problems

11.14 Work Breakdown Structure Dictionary

11.15 Role of the Executive in Project Selection

11.16 Role of the Executive in Planning

11.17 The Planning Cycle

11.18 Work Planning Authorization

11.19 Why Do Plans Fail?

11.20 Stopping Projects

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11.21 Handling Project Phaseouts and Transfers

11.22 Detailed Schedules and Charts

11.23 Master Production Scheduling

11.24 Project Plan

11.25 Total Project Planning

11.26 The Project Charter

11.27 Project Baselines

11.28 Verification and Validation

11.29 Requirements Traceability Matrix

11.30 Management Control

11.31 The Project Manager–Line Manager Interface

11.32 Fast-Tracking

11.33 Configuration Management

11.34 Enterprise Project Management Methodologies

11.35 Project Audits

11.36 Studying Tips for the PMI® Project Management Certification Exam

Answers

Problems

Chapter 12: Network Scheduling Techniques

12.0 Introduction

12.1 Network Fundamentals

12.2 Graphical Evaluation and Review Technique (GERT)

12.3 Dependencies

12.4 Slack Time

12.5 Network Replanning

12.6 Estimating Activity Time

12.7 Estimating Total Project Time

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12.8 Total PERT/CPM Planning

12.9 Crash Times

12.10 PERT/CPM Problem Areas

12.11 Alternative PERT/CPM Models

12.12 Precedence Networks

12.13 Lag

12.14 Scheduling Problems

12.15 The Myths of Schedule Compression

12.16 Understanding Project Management Software

12.17 Software Features Offered

12.18 Software Classification

12.19 Implementation Problems

12.20 Critical Chain