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PMP - Project Management Practitioners Handbook

PMP - Project Management Practitioners Handbook

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  • Preface
  • Chapter 1 Project Management in Today’s World of Business
  • Project Management Defined
  • Classical vs. Behavioral Approaches to Managing Projects
  • The Project Cycle and Tts Phases
  • Project Success or Failure
  • Chapter 2 A Wedding in Naples: Background Information on Our Case Study
  • Organizational Structure
  • General Nature of the Business
  • An Opportunity Arises
  • The Initial Process
  • Selection of the Project Manager
  • Questions for Getting Started
  • Are Leaders Born or Made?
  • Part II The Basic Functions of Project Management
  • Team Building
  • Team Diversity
  • The Project Manager as a Motivator
  • Chapter 5 The Statement of Work and the Project Announcement
  • The Statement of Work
  • Introduction
  • Assumptions
  • Constraints
  • Performance Criteria
  • Product/Service Description
  • Major Responsibilities
  • Amendments
  • Signatures
  • The Project Announcement
  • Chapter 6 The Work Breakdown Structure
  • Chapter 7 Techniques for Estimating Work Times
  • The Benefits and Challenges of Estimating Work Times
  • Types of Estimating Techniques
  • Factors to Consider in Drawing Up Estimates
  • The Float
  • Other Types of Network Diagrams
  • The Schedule as a Road Map
  • How Perry Levels the Load
  • Consultants and Outsources
  • Summing Up Resource Allocation
  • Virtual Teams
  • SWAT Teams
  • Self-Directed Work Teams
  • Chapter 11 Budget Development and Cost Calculation
  • Different Kinds of Costs
  • Direct vs. Indirect Costs
  • Recurring vs. Nonrecurring Costs
  • Fixed vs. Variable Costs
  • Burdened vs. Nonburdened Labor Rates
  • Regular vs. Overtime Labor Rates
  • How to Calculate Costs
  • Chapter 12 Risk Management
  • Managing Risk: A Four-Step Process
  • Exposure
  • Categories of risk
  • Key Concepts in Risk Management
  • Ways to Handle Risk
  • Risk Reporting
  • The Key: Risk Management, Not Elimination
  • Chapter 13 Project Documentation: Procedures, Forms, Memos, and Such
  • Procedures
  • Flowcharts
  • Forms
  • Reports
  • Memos
  • Newsletters
  • History files
  • Project Manual
  • Chapter 14 Team Dynamics and Successful Interactions
  • Set Up the Project Office
  • Conduct Meetings
  • Deal With Conflict Effectively
  • Getting Teamwork to Work
  • Assess Status
  • Determining Variance
  • Earned Value
  • The Results of Data Analysis
  • Summing Up Quality Assessment
  • Replanning
  • Contingency Planning
  • Summing Up Change Management
  • Chapter 18 Project Closure
  • Learning From Past Experience
  • Releasing People and Equipment
  • Recognizing and Rewarding People
  • Some Guidelines for Future Projects
  • Part III Project Management Enhancement
  • Chapter 19 Automated Project Management
  • Personal Computing Systems
  • Distributed Integrated System
  • Telecommuting
  • Mobile Computing
  • Videoconferencing
  • Project Automation: Recognizing the Limitations
  • References
  • Index

Despite a changing project environment, the fundamental tools of project management remain the same
regardless of project or industry. For example, managing a marketing project requires the same skills as
managing a software engineering project.

But what is a project? What is project management? A project is a discrete set of activities performed in a
logical sequence to attain a specific result. Each activity, and the entire project, has a start and stop date.
Project management is the tools, techniques, and processes for defining, planning, organizing, controlling,
and leading a project as it completes its tasks and delivers the results. But let’s take a closer look at the
functions of project management just mentioned.
Lead To inspire the participants to accomplish the goals and objectives at a level that meets or
exceeds expectations. It is the only function of project management that occurs simultaneously with the
other functions. Whether defining, planning, organizing, or controling, the project manager uses
leadership to execute the project efficiently and effectively.

Introducing Project Management

The top management in some companies does not understand that project management is what is
needed. How do you convince people that project management will help them?

Introducing project management is a change management issue, even a paradigm shift. That’s
because project management disciplines will affect many policies, procedures, and processes. They
will also affect technical, operational, economic, and human resources issues. Such changes can be
dramatic, and many people—as in many change efforts—will resist or embrace change, depending on
how it is perceived.

Here are some steps for introducing project management within an organization.
1. Build an awareness of project management. You can distribute articles and books on the
subject and attend meetings sponsored by the Project Management Institute and the American
Management Association.
2. Establish a need for project management. Identify opportunities for applying project
management, particularly as a way to solve problems. Collect data on previous project
performance and show statistically and anecdotally how project management would have
improved results.
3. Benchmark. You can compare your organization’s experience with projects to that of
companies that have used project management.
4. Find a sponsor. No matter what case you can make for project management, you still need
someone with enough clout to support its introduction.

5. Select a good pilot. Avoid taking on too much when introducing the idea of project
management. Select a project that’s not too visible but also one that people care about. The
project serves as a proving ground for your new ideas.
6. Communicate the results. As the project progresses, let management know about its
successes and failures. Profile the project as a “lessons learned” experience.
7. Provide consultation on other projects. With the expertise acquired on your pilot project,
apply your knowledge to other projects. Your advice will enable others to see the value of
project management.

Define To determine the overall vision, goals, objectives, scope, responsibilities, and deliverables of a
project. A common way to capture this information is with a statement of work. This is a document that
delineates the above information and is signed by all interested parties.
Plan To determine the steps needed to execute a project, assign who will perform them, and identify
their start and completion dates. Planning entails activities such as constructing a work breakdown
structure and a schedule for start and completion of the project.
Organize To orchestrate the resources cost-effectively so as to execute the plan. Organizing involves
activities such as forming a team, allocating resources, calculating costs, assessing risk, preparing
project documentation, and ensuring good communications.
Control To assess how well a project meets its goals and objectives. Controlling involves collecting
and assessing status reports, managing changes to baselines, and responding to circumstances that can
negatively impact the project participants.
Close To conclude a project efficiently and effectively. Closing a project involves compiling
statistics, releasing people, and preparing the lessons learned document.

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Project Management Practitioner's Handbook

by Ralph L. Kleim and Irwin S. Ludin

ISBN: 0814403964 Pub Date: 01/01/98

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