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Table Of Contents

PROJECT DEFINITIONS
DEFINITION AND CONTROL
THE SUCCESSFUL PROJECT MANAGER
THE METHODICAL MANAGER
CLASSIFYING THE PROJECT
SETTING LEADERSHIP GOALS
BUILDING YOUR RESOURCE NETWORK
THE PROJECT ANNOUNCEMENT MEETING
SETTING PROJECT OBJECTIVES
THE INITIAL SCHEDULE
IDENTIFYING KEY ELEMENTS
THE IMPOSED TEAM PROBLEM
THE COMMITMENT PROBLEM
AREAS OF RESPONSIBILITY
ESTIMATING TIME REQUIREMENTS
WORKING WITH OUTSIDE DEPARTMENTS
THE EXECUTIVE POINT OF VIEW
DELEGATION PROBLEMS AND SOLUTIONS
BUDGETING RESPONSIBILITY
LABOR EXPENSE: THE PRIMARY FACTOR
ADDITIONAL BUDGETING SEGMENTS
BUDGETING EACH PHASE
BUDGETING CONTROLS
THE SCHEDULING PROBLEM
THE GANTT CHART
SCHEDULING CONTROL
THE SCHEDULING SOLUTION
GANTT LIMITATIONS
LISTING OUT THE PHASES
CPM AND PERT METHODS
AUTOMATED PROJECT MANAGEMENT SYSTEMS
SETTING YOUR FLOWCHARTING RULES
ACTIVITY AND EVENT SEQUENCES
THE VERTICAL FLOWCHART
ADVANTAGES OF HORIZONTAL DIAGRAMS
BUILDING THE NETWORK DIAGRAM
APPLYING THE NETWORK DIAGRAM
EXPANDED APPLICATIONS
PROJECT NARRATIVES
MORE THAN PAPERWORK
SIMPLIFYING INSTRUCTIONS
THE DIAGRAM/NARRATIVE COMBINATION
PROJECT CONTROL DOCUMENTATION
MONITORING AND REPORTING
THE MISSED DEADLINE
ACCELERATING THE SCHEDULE
THE CHANGING OBJECTIVE
STAYING ON COURSE
WORK PROJECT
THE BUDGET AS A COMMUNICATION TOOL
THE SCHEDULE AS A COMMUNICATION TOOL
WORKING WITH OTHER DEPARTMENT MANAGERS
WORKING WITH OTHER DEPARTMENT EMPLOYEES
WORKING WITH OUTSIDE CONSULTANTS
WEAK LINKS IN COMMUNICATION
HOW FLOWCHARTING HELPS
MEETINGS WITH OTHER DEPARTMENTS AND OUTSIDE RESOURCES
RUNNING THE MEETING
AN ORGANIZATIONAL SCIENCE
ATTRIBUTES OF PROJECT LEADERSHIP
TAKING CHARGE
ELIMINATING COMMON PROBLEMS
MAXIMIZING YOUR SKILLS
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
CHAPTER 8
CHAPTER 9
CHAPTER 10
CHAPTER 11
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PMP - The Little Black Book of Project Management

PMP - The Little Black Book of Project Management

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Published by: api-3733898 on Oct 18, 2008
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03/18/2014

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