Effective Project Management ^{6th Ed.}

Gain the skills and tools to become an effective project manager.

Get ready for a more robust approach to project management — one that recognizes the project environment and adapts accordingly. This resource first introduces you to the tools, templates, and processes that you'll need in your toolkit. You'll then explore five different project management life cycle (PMLC) models for managing a project: Linear, Incremental, Iterative, Adaptive, and Extreme. Along the way, you'll find step-by-step guidance on how to apply each technique. All of this will give you a complete understanding of how to successfully complete projects on time and within budget.

This comprehensive guide helps you:

• Apply all nine Knowledge Areas defined in PMBOK®
• Establish project management life cycles and strategies
• Decide on the best method for managing specific types of projects
• Select and use best-of-breed project management tools and templates for each management task
• Utilize the Project Support Office, Project Portfolio Management, and Continuous Process Improvement programs
• Prevent projects from becoming distressed and create effective intervention strategies
• Continuously adapt your chosen project management model to changing project conditions
• Manage multiple team projects by integrating the tools, templates, and processes into a single team

• Part I: Defining and Using Project Management Process Groups
1. What Is a Project?
• Defining a Project
• Sequence of Activities
• Unique Activities
• Complex Activities
• Connected Activities
• One Goal
• Specified Time
• Within Budget
• According to Specification
• A Business-focused Definition of a Project
• Defining a Program
• Establishing Temporary Program Offices
• Establishing Permanent Program Offices
• Defining a Portfolio
• Understanding the Scope Triangle
• Scope
• Quality
• Cost
• Time
• Resources
• Envisioning the Scope Triangle as a System in Balance
• Prioritizing the Scope Triangle variables for Improved Change Management
• Applying the Scope Triangle
• Managing the Creeps
• Scope Creep
• Hope Creep
• Effort Creep
• Feature Creep
• The Importance of Classifying Projects
• Establishing a Rule for Classifying Projects
• Classification by Project Characteristics
• Classification by Project Application
• Putting It All Together
• Discussion Questions
2. What Is Project Management?
• Understanding the Fundamentals of Project Management
• What Business Situation Is Being Addressed by This Project?
• What Do You Need to Do?
• What Will You Do?
• How Will You Do It?
• How Will You Know You Did It?
• How Well Did You Do?
• What Are Requirements — Really?
• Introducing Project Management Life Cycles
• Goal and Solution Clarity
• Traditional Project Management Approaches
• Agile Project Management Approaches
• Extreme Project Management Approach
• Emertxe Project Management Life Cycle Model
• Recap of PMLC Models
• Choosing the Best-Fit PMLC Model
• Total Cost
• Duration
• Market Stability
• Technology
• Business Climate
• Number of Departments Affected
• Organizational Environment
• Team Skills and Competencies
• Putting It All Together
• Discussion Questions
  
3. Understanding the Project Management Process Groups
• Defining the Five Process Groups
• The Scoping Process Group
• The Planning Process Group
• The Launching Process Group
• The Monitoring and Controlling Process Group
• The Closing Process Group
• Defining the Nine Knowledge Areas
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management
• Mapping Knowledge Areas to Process Groups
• What the Mapping Means
• How to Use the Mapping
• Using Process Groups to Define PMLCs
• A Look Ahead: Mapping Process Groups to Form Complex PMLCs
• Putting It All Together
• Discussion Questions
  
4. How to Scope a TPM Project
• Using Tools, Templates, and Processes to Scope a Project
• Managing Client Expectations
• Wants versus Needs
• Project Scoping Process
• The Project Scoping Meeting
• Project Scoping Meeting Deliverables
• Putting It All Together
• Discussion Questions
  
5. How to Plan a TPM Project
• Using Tools, Templates, and Processes to Plan a Project
• The Importance of Planning
• Using Application Software Packages to Plan a Project
• Determining the Need for a Software Package
• Project Planning Tools
• How Much Time Should a Planning Take?
• Running the Planning Session
• Planning and Conducting Joint Project Planning Sessions
• Planning the JPPS
• Conducting the JPPS
• Building the WBS
• Using the RBS to Build the WBS
• Uses for the WBS
• Generating the WBS
• Using the WBS for Large Projects
• Iterative Development of the WBS
• Six Criteria to Test for Completeness in the WBS
• Approaches to Building the WBS
• Representing the WBS
• Estimating
• Estimating Duration
• Resource Loading versus Task Duration
• Variation in Task Duration
• Six Methods for Estimating Task Duration
• Estimation Life Cycles
• Estimating Resource Requirements
• Resource Planning
• Estimating Cost
• Constructing the Project Network Diagram
• Envisioning a Complex Project Network Diagram
• Benefits to Network-Based Scheduling
• Building the Network Diagram Using the Precedence Diagramming Method
• Dependencies
• Constraints
• Using the Lag Variable
• Creating an Initial Project Network Schedule
• Analyzing the Initial Project Network Diagram
• Compressing the Schedule
• Management Reserve
• Writing an Effective Project Proposal
• Contents of the Project Proposal
• Format of the Project Proposal
• Gaining Approval to Launch the Project
• Putting It All Together
• Discussion Questions
  
6. How to Launch a TPM Project
• Using Tools, Templates, and Processes to Launch a Project
• Recruiting the Project Team
• Core Team Members
• Client Team
• Contract Team Members
• Balancing a Team
• Developing a Team Deployment Strategy
• Developing a Team Development Plan
• Conducting the Project Kick-Off Meeting
• Sponsor-Led Part
• Project Manager-Led Part
• Purpose of the Project Kick-Off Meeting
• Establishing Team Operation Rules
• Situations that Require Team Operating Rules
• Team War Rooms
• Managing Scope Changes
• The Scope Change Management Process
• Management Reserve
• Scope Bank
• Managing Team Communications
• Establishing a Communications Model
• Managing Communication beyond the Team
• Assigning resources
• Leveling Resources
• Acceptably Leveled-Schedule
• Resource-Leveling Strategies
• Utilizing Available Slack
• Shifting the Project Finish Date
• Smoothing
• Alternative Methods of Scheduling Tasks
• Cost Impact of Resource Leveling
• Finalizing the Project Schedule
• Writing Work Packages
• Purpose of a Work Package
• Format of a Work Package
• Putting It All Together
• Discussion Questions
  
7. How to Monitor and Control  a TPM Project
• Using Tools, Templates, and Processes to Monitor and Control a Project
• Estyablishing Your Progress Reporting System
• Types of Project Status Reports
• How and What Information to Update
• Frequency of Gathering and Reporting Project Progress
• Variances
• Applying Graphical Reporting Tools
• Gantt Charts
• Stoplight Reports
• Burn Charts
• Milestone Trend Charts
• Earned Value Analysis
• Integrating Milestone Trend Charts and Earned Value Analysis
• Managing the Scope Bank
• Building and Managing the Issues Log
• Managing Project Status Meetings
• Who Should Attend Status Meetings?
• When Are Status Meetings Held?
• What Is the Purpose of a Status Meeting
• What Is the Status Meeting Format?
• The 15-Minute Daily Status Meeting
• Problem Management Meetings
• Defining a Problem Escalation Strategy
• Project Manager-Based Strategies
• Resource Manager-Based Strategies
• Client-Based Strategies
• The Escalation Strategy Hierarchy
• Gaining Approval to Close the Project
• Putting It All Together
• Discussion Questions
  
8. How to Close a TPM Project
• Using Tools, Templates, and Processes to Close a Project
• Writing and Maintaining Client Acceptance Procedures
• Closing a Project
• Getting Client Acceptance
• Ceremonial Acceptance
• Formal Acceptance
• Installing Project Deliverables
• Phased Approach
• Cut-Over Approach
• Parallel Approach
• By-Business-Unit Approach
• Documenting the Project
• Reference for Future Changes in Deliverables
• Historical Record for for Estimating Duration and Cost on Future Projects, Activities, and Tasks
• Training  Resource for New Project Managers
• Input for Further Training and Development of the Project Team
• Input for Performance Evaluation by the Functional Managers of the Project Team Members
• Conducting the Post-Implementation Audit
• Writing the Final report
• Celebrating Success
• Putting It All Together
• Discussion Questions
  
• Part II: Establishing Project Management Life Cycles and Strategies
9. Complexity and Uncertainty in the Project Management Landscape
• Understanding the Complexity/Uncertainty Domain of Projects
• Requirements
• Flexibility
• Adaptability
• Risk vs. the Complexity/Uncertainty Domain
• Team Cohesiveness vs. Complexity/Uncertainty Domain
• Communication vs. the Complexity/Uncertainty Domain
• Client Involvement vs. the Complexity/Uncertainty Domain
• Specification vs. the Complexity/Uncertainty Domain
• Change vs. the Complexity/Uncertainty Domain
• Business Value vs. the Complexity/Uncertainty Domain
• Putting It All Together
• Discussion Questions
  
10. Traditional Project Management
• What is Traditional Project Management?
• Linear Project Management Life Cycle
• Definition
• Characteristics
• Strengths
• Weaknesses
• When to Use a Linear PMLC Model
• Variations to the Linear PMLC Model
• Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness in Linear PMLCs
• Incremental Project Management Life Cycle
• Definition
• Characteristics
• Strengths
• Weaknesses
• When to Use an Incremental PMLC Model
• Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness in Incremental PMLCs
• Using Critical Chain Project Management
• What Is Critical Chain Project Management?
• Variations in Duration: Common Cause versus Special Cause
• Statistical Validation of the Critical Chain Approach
• The Critical Chain Project Management Approach
• Establishing Buffers
• Managing Buffers
• Track Record of Critical Chain Project Management
• Putting It All Together
• Discussion Questions
  
11. Agile Project Management
• What Is Agile Project Management?
• Implementing APM Projects
• Co-Located APM Project Teams
• Iterative Project Management Life Cycle
• Definition of the Iterative PMLC Model
• Characteristics
• Strengths
• Weaknesses
• Types of Iterative PMLC Models
• When to Use an Iterative PMLC Model
• Adaptive Project Management Life Cycle
• Definition
• Characteristics
• Strengths
• Weaknesses of the Adaptive PMLC Model
• Types of Adaptive PMLC Models
• When to Use an Adaptive PMLC Model
• Adapting and Integrating the APM Toolkit
• Scoping the Next Iteration/Cycle
• Planning the Next Iteration/Cycle
• Launching the Next Iteration/Cycle
• Monitoring and Controlling the Next Iteration/Cycle
• Closing the Next Iteration/Cycle
• Deciding to Conduct the Next Iteration/Cycle
• Closing the Project
• Putting It All Together
• Discussion Questions
  
12. Extreme Project Management
• What Is Extreme Project Management?
• Extreme Project Management Life Cycle
• Definition
• Characteristics
• Strengths
• Weaknesses
• INSPIRE Extreme PMLC Model
• What Is the Emertxe Project Management?
• The Emertxe Project Management Life Cycle
• When to Use an Emertxe PMLC Model
• Using the Tools, Templates, and Processes for Maximum xPM Effectiveness
• Scoping the Next Phase
• Planning the Next Phase
• Launching the Next Phase
• Monitoring and Controlling the Next Phase
• Clsing the Phase
• Deciding to Conduct the Next Phase
• Closing the Project
• Putting It All Together
• Discussion Questions
  
• Part III: Building an Effective Project Management Infrastructure
13. Establishing and Maturing a Project Support Office
• Background of the Project Support Office
• Defining a Project Support Office
• Temporary or Permanent Organizational Support Unit
• Portfolio of Services
• Specific Portfolio of Projects
• Naming the Project Support Office
• Establishing Your PSO's Mission
• Framing PSO Objectives
• Exploring PSO Support Functions
• Project Support
• Consulting and Mentoring
• Methods and Standards
• Software Tools
• Training
• Staffing and Development
• Selecting PSO Organizational Structures
• Virtual versus Real
• Proactive versus Reactive
• Temporary versus Permanent
• Programs versus Projects
• Enterprise versus Functional
• Hub-and-Spoke
• Understanding the Organizational Placement of the PSO
• Determining When You Need a Project Support Office
• The Standish Group Report
• Spotting Symptoms That You Need a PSO
• Establishing a PSO
• PSO Stages of Maturity Growth
• Planning a PSO
• Facing the Challenges of Implementing a PSO
• Speed and Patience
• Leadership from the Bottom Up
• A Systems Thinking Perspective
• Enterprise-Wide Systems
• Knowledge Management
• Learning and Learned Project Organizations
• Open Communications
• The PSO of the Future
• Hub-and-Spoke BP⁴SO
• Staffing the BP⁴SO
• Other Consideration
• Putting It All Together
• Discussion Questions
  
14. Establishing and Managing a Project Portfolio Management Process
• Introduction to Project Portfolio Management
• What Is a Portfolio Project?
• What Is a Project Portfolio?
• What Is Project Portfolio Management?
• The Project Portfolio Management Life Cycle
• ESTABLISH a Portfolio Strategy
• EVALUATE Project Alignment to the Portfolio Strategy
• PRIORITIZE Projects and Hold Pending Funding Authorization
• SELECT a Balanced Portfolio Using the Prioritized List
• MANAGE the Active Projects
• Roles and Responsibilities of the PSO in Portfolio Management
• Project Sponsor
• Portfolio Manager
• Preparing Your Project for Submission to the Portfolio Management Process
• A Revised Project Overview Statement
• A Two-Step Submission Process
• A New Submission Process
• Agile Project Portfolio Management
• Integrating a PMLC Model into the Agile Project Portfolio Management Process
• Challenges of Managing Agile Portfolios
• SELECT a Balanced Portfolio
• MANAGE Active Projects
• Putting It All Together
• Discussion Questions
  
15. Establishing and Managing a Continuous Process Improvement Program
• Understanding Project Management Porcess and Practices
• The Project Management Process
• The Practice of the Project Management Process
• Defining Process and Practice Maturity
• Level 1: Ad Hoc or Informal
• Level 2: Documented Process
• Level 3: Documented Processes That Everyone Uses
• Level 4: Integrated into Business Processes
• Level 5: Continuous Improvement
• Measuring Project Management Process and Practice Maturity
• The Process Quality Matrix and Zone Map
• What Process Has Been Defined So Far?
• Using the Continuous Process Improvement Model
• Phase 1: Foundation
• Phase 2: Assessment and Analysis
• Phase 3: Improvement Initiatives
• Phase 4: Check Results
• Defining Roles and Responsibilities of the PSO
• Realizing the Benefits of Implementing a CPIM
• Applying CPIM to Business Processes
• Characteristics of Business Processes
• Watching Indicators of Needed Improvement
• Documenting the "As Is" Business Process
• Envisioning the "To Be" State
• Defining the Gap between "As Is" and "To Be"
• Defining a Business Process Improvement Project
• Using Process Improvement Tools, Templates, and processes
• Fishbone Diagrams and Root Cause Analysis
• Control Charts
• Flowcharting
• Histograms
• Pareto Analysis
• Run Charts
• Scatter Diagrams
• Force Field Analysis
• Trigger Values
• Putting It All Together
• Discussion Questions
  
• Part IV: Managing the Realities of Projects
16. Prevention and Intervention Strategies for Distressed Projects
• What Is a Distressed Project?
• Why Projects Become Distressed or Fail
• Managing Distressed Projects
• Prevention Management Strategies
• Using Tools, Templates, and Processes to Prevent Distressed Projects
• Intervention Management Strategies
• An Intervention Process Template
• Roles and Responsibilities of the PSO with Respect to Distressed Projects
• Analyzing the Current Situation
• Revising the Desired Goal
• Evaluating the Options
• Generating the Revised Plan
• Putting It All Together
• Discussion Questions
  
17. Organizing Multiple Team Projects
• What Is a Multiple Team Project?
• Challenges to Managing a Multiple Team Project
• Working with Teams from Different Companies
• Working with Fiercely Independent Team Cultures
• Working with Different Team Processes
• Accommodating Competing Priorities
• Communicating within the Team Structure
• Establishing a Project Management Structure
• Establishing One Project Management Life Cycle
• Building an Integrated Project Plan and Schedule
• Defining a Requirements Gathering Approach
• Establishing a Scope Change Management Process
• Defining the Team Meeting Structure
• Establishing Manageable Reporting Levels
• Sharing Resources across Teams
• Staffing across the PMLC
• Searching Out Your Second
• Classifying Multiple Team Projects
• Two Teams
• Multiple Teams
• Project Office Structure
• Project Office Characteristics
• Project Office Strengths
• Project Office Weaknesses
• When to Use a PO
• Core Team Structure
• Core Team Characteristics
• Core Team Strengths
• Core Team Weaknesses
• When to Use a CT
• Super Team Structure
• Super Team Characteristics
• Super Team Strengths
• Super Team Weaknesses
• When to Use a ST
• Putting It All Together
• Discussion Questions
18. Managing the Professional Development of Project Teams
• What Career and Professional Development Situation Is Being Addressed?
• What Do You Need To Do?
• Experience Acquisition
• On-the-job Training
• Off-the-job Training
• Professional Activities
• What Will You Do?
• How Will You Do It?
• How Will You Know You Did It?
• How Well Did You Do?
• Where Do You Go from Here? — A New Idea to Consider
• The PM/BA Position Family
• Using the PM/BA Landscape for Professional Development
• What Might a Professional Development Program Look Like?
• Career Planning Using the BA/PM Landscape
• An Even Newer Idea to Consider
• Putting It All Together
• Discussion Questions