Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis. Each case study in Lessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management.…mehr
Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis.
Each case study in Lessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language.
The format allows you to more easily relate to the book, since it brings into play a project scenario with practical project management lessons to be learned. You'll also recognize recurring characters who appear in multiple stories, and you'll start to develop some empathy for and interest in their struggles.
Jeff Mochal is director of communication and external relations at ConAgra Foods, based in Naperville, Illinois. He has been working in the public relations and communications industry for 15 years and has extensive expertise in media relations, crisis communication, issues management, reputation management and corporate branding. Jeff is married with two children, and is pursuing his master's in business administration from the University of Notre Dame.
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1. Understand the Characteristics of a Project 2. Always Have an Identified and Committed Sponsor 3. Report Status on All Projects 4. Focus on Deadline Dates 5. Apply Some Level of Project Management Discipline 6. Define and Plan the Work 7. Don't "Microbuild" or Micromanage the Workplan 8. Hire a Diverse Project Team 9. Define the Many Aspects of What Is In Scope and Out of Scope 10. Use the "Big Three" Documents 11. Use Scope Change Management 12. Collect Metrics 13. Give Performance Feedback Routinely 14. Ensure Issues Management Is Everyone's Responsibility 15. Shorten Long Meetings to Sharpen the Focus 16. Identify the Root Cause of Problems 17. Use Quality Assurance Techniques to Validate Project Status 18. Cancel Projects That Lose Business Support 19. Use Risk Management to Respond to Discover Potential Problems 20. Focus Your Quality Management on Processes, Not People 21. Don't Use Your Estimating Contingency for Scope Changes 22. Develop a Communication Plan for Complex Projects 23. Scale Your Processes Based on Project Size 24. Plan the Project Even If You Start the Work at the Same Time 25. Identify the Critical Path and How This Path Drives the Deadline Date 26. Change Assumptions to Revise an Estimate 27. Don't Forget Face-to-Face Communication on Your Project 28. Make Quality a Mindset and Ongoing Process 29. Batch Small Scope Change Requests for Sponsor Approval 30. Manage Your Vendor Projects Proactively 31. Look for Risks Inherent to Your Project 32. Get Sponsor Approval Before Investigating Large Scope Change Requests 33. Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value 34. Use Multiple Estimating Techniques 35. Keep Your Schedule Up to Date 36. Use Issues Management to Choose the Best of Bad Alternatives 37. Collect Metrics That Can Lead to Fundamental Improvements 38. Evaluate All Risk Response Options in the Risk Plan 39. Manage Client Expectations 40. Use Milestones to Track Overall Progress 41. Catch Errors As Early as Possible 42. Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviations 43. Be Proactive to Accelerate the Project Schedule 44. Use the Work Breakdown Structure to Identify All the Work 45. Write Your Status Reports From the Readers' Perspective 46. Update Your Risk Plan Throughout the Project 47. Don't Deliver More Than the Client Requested 48. Make One Person Responsible for Each Activity 49. Focus on Deadlines to Keep Your Project from Wandering 50. Gain Agreement on Project Metrics Ahead of Time
1. Understand the Characteristics of a Project 2. Always Have an Identified and Committed Sponsor 3. Report Status on All Projects 4. Focus on Deadline Dates 5. Apply Some Level of Project Management Discipline 6. Define and Plan the Work 7. Don't "Microbuild" or Micromanage the Workplan 8. Hire a Diverse Project Team 9. Define the Many Aspects of What Is In Scope and Out of Scope 10. Use the "Big Three" Documents 11. Use Scope Change Management 12. Collect Metrics 13. Give Performance Feedback Routinely 14. Ensure Issues Management Is Everyone's Responsibility 15. Shorten Long Meetings to Sharpen the Focus 16. Identify the Root Cause of Problems 17. Use Quality Assurance Techniques to Validate Project Status 18. Cancel Projects That Lose Business Support 19. Use Risk Management to Respond to Discover Potential Problems 20. Focus Your Quality Management on Processes, Not People 21. Don't Use Your Estimating Contingency for Scope Changes 22. Develop a Communication Plan for Complex Projects 23. Scale Your Processes Based on Project Size 24. Plan the Project Even If You Start the Work at the Same Time 25. Identify the Critical Path and How This Path Drives the Deadline Date 26. Change Assumptions to Revise an Estimate 27. Don't Forget Face-to-Face Communication on Your Project 28. Make Quality a Mindset and Ongoing Process 29. Batch Small Scope Change Requests for Sponsor Approval 30. Manage Your Vendor Projects Proactively 31. Look for Risks Inherent to Your Project 32. Get Sponsor Approval Before Investigating Large Scope Change Requests 33. Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value 34. Use Multiple Estimating Techniques 35. Keep Your Schedule Up to Date 36. Use Issues Management to Choose the Best of Bad Alternatives 37. Collect Metrics That Can Lead to Fundamental Improvements 38. Evaluate All Risk Response Options in the Risk Plan 39. Manage Client Expectations 40. Use Milestones to Track Overall Progress 41. Catch Errors As Early as Possible 42. Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviations 43. Be Proactive to Accelerate the Project Schedule 44. Use the Work Breakdown Structure to Identify All the Work 45. Write Your Status Reports From the Readers' Perspective 46. Update Your Risk Plan Throughout the Project 47. Don't Deliver More Than the Client Requested 48. Make One Person Responsible for Each Activity 49. Focus on Deadlines to Keep Your Project from Wandering 50. Gain Agreement on Project Metrics Ahead of Time
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