| 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 | (12) |
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6 | (3) |
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A short, practical definition of what is a project manager: superhero! |
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9 | (1) |
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Self-inventory: do I have what it takes to be a project manager? |
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9 | (8) |
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03 Where does a project manager fit in the organization?: The role of the PMO |
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17 | (10) |
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18 | (5) |
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What if a PMO does not exist? |
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23 | (4) |
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27 | (18) |
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28 | (3) |
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The project's governance team: fit and function |
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31 | (5) |
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The governance team: form |
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36 | (4) |
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The governance team: operational considerations |
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40 | (5) |
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05 Project scope: Defining it, managing it, changing it and avoiding creep |
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45 | (18) |
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45 | (10) |
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55 | (1) |
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56 | (3) |
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Involve your friendly organizational lawyer |
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59 | (4) |
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06 The project quality plan |
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63 | (14) |
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Meet the customer's requirements |
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64 | (7) |
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Small mistakes enable big successes (aka prototyping) |
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71 | (1) |
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Design for tolerance of variation and interactions |
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72 | (2) |
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Regulatory and compliance plan |
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74 | (3) |
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07 Different types of project lifecycle models |
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77 | (26) |
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The classic waterfall project lifecycle (aka the predictive method) |
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78 | (6) |
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84 | (7) |
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The rapid prototyping lifecycle |
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91 | (5) |
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96 | (3) |
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The blended lifecycle - reality |
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99 | (4) |
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08 Planning the project: Schedule management (time management) |
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103 | (22) |
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104 | (2) |
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Sequencing the activities |
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106 | (1) |
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Estimating the durations of the activities |
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107 | (6) |
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Scheduling the activities |
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113 | (4) |
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117 | (8) |
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09 The project staffing plan |
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125 | (12) |
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126 | (4) |
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Defining the resource need - skill traceability |
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130 | (2) |
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Schedule timing and resource loading |
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132 | (3) |
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135 | (2) |
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10 Design and configuration management |
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137 | (20) |
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137 | (4) |
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So who is responsible for managing configuration management? |
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141 | (1) |
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Formally defining configuration management |
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141 | (2) |
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Configuration management and project requirements |
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143 | (2) |
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Design traceability matrix |
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145 | (6) |
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Capturing the configuration and the supporting system for using it |
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151 | (6) |
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11 Cost planning and cost management |
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157 | (18) |
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Tendencies towards managing outcomes and money |
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158 | (8) |
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Current data, historical data and estimates vs contracted prices |
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166 | (3) |
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The project plan, the components and your organization |
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169 | (2) |
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Cost management, or driving through the rear-view mirror |
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171 | (4) |
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12 The project's supply chain plan |
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175 | (16) |
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A note on vertical integration |
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176 | (1) |
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177 | (2) |
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How to develop a supply chain plan |
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179 | (12) |
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13 Project execution: Tracking, updating, reporting and acceptance |
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191 | (16) |
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The best-laid plans - and doing better than the best-laid plans |
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192 | (2) |
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Re-planning and monitoring |
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194 | (1) |
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195 | (1) |
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196 | (2) |
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198 | (1) |
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199 | (3) |
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202 | (5) |
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14 Evaluation, lessons learnt and improving the next project |
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207 | |
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When boring has exciting implications |
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207 | (2) |
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209 | (2) |
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Where does a project evaluation fit? |
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211 | (5) |
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The accidental, not-so-accidentally successful project manager |
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216 | |
