| About the author |
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ix | |
| Acknowledgements |
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xi | |
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01 Project success is more than just one thing |
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1 | (4) |
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2 | (3) |
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02 The accidental project manager: What is this going to take? |
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5 | (6) |
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6 | (5) |
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03 Where does a project manager fit in the organization? The role of the PMO |
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11 | (18) |
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18 | (6) |
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What if a PMO does not exist? |
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24 | (5) |
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29 | (20) |
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30 | (4) |
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The project's governance team: fit and function |
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34 | (5) |
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The governance team: form |
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39 | (5) |
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The governance team: operational considerations |
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44 | (5) |
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05 Project scope: Defining it, managing it, changing it and avoiding creep |
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49 | (20) |
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49 | (11) |
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60 | (1) |
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61 | (4) |
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Involve your friendly organizational lawyer |
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65 | (4) |
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06 The project quality plan |
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69 | (16) |
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Meet the customer's requirements |
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70 | (8) |
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Small mistakes enable big successes (aka prototyping) |
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78 | (1) |
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Design for tolerance of variation and interactions |
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79 | (3) |
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Regulatory and compliance plan |
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82 | (3) |
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07 Different types of project lifecycle models |
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85 | (28) |
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The classic waterfall project lifecycle |
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87 | (6) |
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93 | (7) |
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The rapid prototyping lifecycle |
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100 | (5) |
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105 | (4) |
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The blended lifecycle -- reality |
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109 | (4) |
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08 Planning the project: Schedule management (time management) |
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113 | (24) |
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114 | (2) |
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Sequencing the activities |
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116 | (2) |
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Estimating the durations of the activities |
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118 | (7) |
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Scheduling the activities |
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125 | (4) |
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129 | (8) |
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09 The project staffing plan |
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137 | (14) |
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138 | (4) |
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Defining the resource need -- skill traceability |
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142 | (3) |
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Schedule timing and resource loading |
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145 | (3) |
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148 | (3) |
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10 Design and configuration management |
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151 | (22) |
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151 | (4) |
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So who is responsible for managing configuration management? |
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155 | (1) |
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Formally defining configuration management |
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156 | (2) |
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Configuration management and project requirements |
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158 | (2) |
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Design traceability matrix |
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160 | (7) |
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Capturing the configuration and the supporting system for using it |
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167 | (6) |
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11 Cost planning and cost management |
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173 | (20) |
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Tendencies towards managing outcomes and money |
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174 | (10) |
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Current data, historical data, and estimates vs contracted prices |
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184 | (3) |
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The project plan, the components and your organization |
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187 | (2) |
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Cost management or driving through the rear-view mirror |
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189 | (4) |
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12 The project's supply chain plan |
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193 | (18) |
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A note on vertical integration |
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194 | (2) |
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196 | (1) |
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How to develop a supply chain plan |
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197 | (14) |
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13 Project execution: Tracking, updating, reporting and acceptance |
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211 | (16) |
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212 | (1) |
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Monitoring and re-planning |
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213 | (2) |
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215 | (1) |
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216 | (2) |
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Keeping everyone up to date |
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218 | (2) |
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Upward reporting: frequency, purpose, structure and style |
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220 | (3) |
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223 | (4) |
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14 Evaluation, lessons learnt and improving the next project |
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227 | |
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229 | (2) |
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Where does an evaluation fit? |
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231 | (5) |
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The accidental, not-so-accidentally successful project manager |
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236 | |
