Practical Project Management.pdf

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Practical Project Management
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C ONTENTS
Acknowledgments
ix
Preface
xi
1. Setting Up the Project Management Operation
1
1.1
About Projects and Project Management
2
1.2
Organizing for Project Management
13
1.3
Does Your Company Need a CPO?
24
1.4
Implementing a Computer-based Project
Management Capability
29
2. Getting Started
39
2.1
Project Initiation Techniques
41
2.2
Do You Weebis? Clarifying WBS, OBS, and RBS
60
2.3
Project Life Cycles
65
3. Scheduling
73
3.1
Critical Path Scheduling
76
3.2
Critical Path, Critical Chain, and Uncertainty:
Exploring Concepts of Shared Contingency
84
3.3
Estimating Task Durations
93
3.4
How Important Are Schedules and Time Compression? 100
3.5
Practical Scheduling
107
4. Resource and Workforce Management
117
4.1
An Overview of the Different Elements of
Resource Management
119
4.2
Role-based Needs for Managing Resources in a
Project-driven Organization
123
4.3
Resource Leveling and Games of Chance
139
4.4
Practical Resource Scheduling
150
v
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vi
CONTENTS
5. Budgeting and Cost Control
159
5.1
Concepts and Issues of Project Budgeting and
Cost Control
162
5.2
Software Support for Cost Management
172
6. Risk Management and Contingency
177
6.1
Using and Managing Contingency
180
6.2
Risk Management for the Sigmaphobic:
197
Managing Schedule, Cost, and Technical
Risk and Contingency
6.3
Some Computer-based Approaches to Schedule
Risk Analysis
205
7. Maintaining the Plan
215
7.1
Change Control and Scope Management
218
7.2
Real-time Status versus Period Data
234
7.3
Automatic Project Management: A Classic Oxymoron 240
8. Performance Measurement
247
8.1
Measuring the Value of Work Accomplishment
249
9. Project Portfolio Management
261
9.1
Defining and Implementing Project
Portfolio Management
263
9.2
Bridging the Gap between Operations
Management and Projects Management:
271
The Important Role of Project Portfolio
Management
9.3
Project Selection and Risk:
276
Risk Management Is an Essential Part of Project
Portfolio Management
10. Project Management, Enterprise Project Management,
and Enterprise Resource Planning
281
10.1 The Search for Automated, Integrated,
Enterprise-wide Project Management:
283
Minnesota Smith and the Temple of
Unrealized Dreams
10.2 Integrating PM and ERP
288
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CONTENTS
vii
11. Project Management and Professional Services Automation 297
11.1 Defining the PSA Market
299
11.2 Building PSA Solutions
303
12. Tools of the Trade
307
12.1 A Simplified and Balanced Approach to PM
Software Selection
309
12.2 New Names for Old Games:
320
Rebadging Sound and Proven PM Concepts
12.3 The e Revolution: Collaboration Services,
B2B, Gateways
327
13. Making Project Management Work
335
13.1 Implementing Project Management:
337
Commitment and Training Ensure Success
13.2 Making Project Communication Work:
344
Everything You Need to Know about
Project Communication
13.3 Why Project Management Implementation
Programs Fail
352
13.4 Teams, Task Forces, and Bureaucrats
357
13.5 The Psychological Contract: How to Stimulate
Initiative and Innovation in Any Organization
362
13.6 Shared Rewards
371
Index
375
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