Chapter 1\u2014Organizing for the Long Term
Chapter 2\u2014Creating the Plan
Chapter 3\u2014Choosing the Project Team
Chapter 4\u2014The Project Budget
Chapter 5\u2014Establishing a Schedule
Chapter 6\u2014The Rules of Flowcharting
Chapter 7\u2014The Project Flowchart
Chapter 8\u2014Supporting Documentation
Chapter 9\u2014Project Review
Chapter 10\u2014The Communication Challenge
Chapter 11\u2014Project Management and Your Career
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Imagine this situation: You\u2019ve just been given the job of completing a very large project. Your
sources are limited, your budget is very small, and your deadline is very short. The precise goals
of the job have not been defined as well as you\u2019d like, and you don\u2019t know where to start.
This situation challenges your management skill on many levels. You\u2019ll have to ask for a
definition of just what you\u2019re expected to achieve. Then you\u2019ll need to plan well enough so that
you will accomplish the desired result, by the deadline and within budget. Rarely will you be
given a well-defined, fully budgeted project and asked merely to pilot your resources through to
the end result. More likely you will be given an assignment that includes nothing beyond the
demand for a generalized end result. The rest is up to you.
This Little Black Book shows you how to take charge of a big project, define it, and then break it down into
smaller, more manageable phases. You will learn how to control a budget and schedule and lead a project
team through to successful completion. You will find out how to anticipate problems and plan for them during
the various project phases. And you will discover methods for establishing clear objectives for your project,
even when they are not defined at the point of assignment.
Because it\u2019s a long-term process, project management causes even well-organized managers to experience
difficulty. But if you are accustomed to controlling routine work in your own department, you already
understand recurring workload cycles, staffing limitations, and budgetary restraints\u2014the same issues you\u2019ll
confront with projects.
However, the context is different: First, a project is nonrecurring, so problems and solutions are not matters of
routine; second, unlike the limitations on your department\u2019s range of tasks, a project often crosses
departmental and authority lines; third, a project is planned and organized over several months, whereas
recurring tasks are projected ahead only for a few days or weeks.
This action might not be possible to undo. Are you sure you want to continue?