The Fast Forward MBA in Project Management

ERIC VERZUH is President of The Versatile Company, which provides project management training and consulting to thousands of professionals each year. His clients include major government agencies, small and large companies, and nonprofit organizations in such diverse industries as aerospace, health care, information technology, and education. EVerzuh@VersatileCompany.com

FORMS AVAILABLE ONLINE xii ACKNOWLEDGMENTS xiii ABOUT THE AUTHOR xv PREFACE xvii PART 1 INTRODUCTION CHAPTER 1 PROJECT MANAGEMENT: A PLATFORM FOR INNOVATION 2 Introduction 2 Project Management Is Keeping Pace with Global Change 4 Project Management Is an Essential Leadership Skillset 5 Successful Projects Deliver Value 5 The Art and Science of Project Leadership 6 A Practical Checklist for Successful Projects: How This Book Will Help You 8 Beyond the Book: Tools for Application and Continuous Learning 11 End Point 13 Stellar Performer: OrthoSpot 14 Stellar Performer: PM4NGOs 15 CHAPTER 2 FOUNDATION PRINCIPLES OF PROJECT MANAGEMENT 17 Introduction 17 Projects Require Project Management 17 The Challenge of Managing Projects 19 The Evolution of a Discipline 20 The Definition of Success 24 Project Management Functions 26 Project Life Cycle 28 Organizing for Projects 31 Project Managers Are Leaders 35 End Point 36 Stellar Performer: Seattle Children s Hospital and Regional Medical Center 37 CHAPTER 3 BUILD GREAT PRODUCTS: LESSONS FROM AGILE, LEAN START-UP, AND STAGE-GATE 42 Introduction 42 Defining Value: A New Lens for Judging Projects Informs the Development Process 43 Leverage a Consistent Product Development Process 44 Best Practices for Capturing Requirements Are Integrated into a Product Development Process 47 A Development Process Is Not Project Management 48 Innovation Projects Experiment to Discover Desirability and Viability 49 End Point 51 Stellar Performer: The Lean Startup Innovation Movement 53 Stellar Performer: The Agile Approach to Software Development 57 Stellar Performer: The Stage-Gate System for New-Product Development 65 PART 2 DEFINING THE PROJECT CHAPTER 4 PROJECT INITIATION: TURNING A PROBLEM OR OPPORTUNITY INTO A PROJECT 74 Introduction 74 Project Initiation s Place in the Project Life Cycle 75 A Proposal Defines the Future Business Value 77 Managing Requirements Is Tightly Linked to Project Initiation 78 Common Principles for Project Initiation 80 Basic Project Proposal Content 85 Designing a Realistic Initiation Process 88 End Point 89 Stellar Performer: The Logical Framework Approach 90 CHAPTER 5 KNOW YOUR KEY STAKEHOLDERS AND WIN THEIR COOPERATION 98 Introduction 98 Stakeholder Focus Throughout the Life of the Project 99 Stakeholder Management Is Risk Management for People 101 Stakeholder Roles: Project Manager 102 Stakeholder Roles: Project Team 102 Stakeholder Roles: Management 103 Stakeholder Roles: The Customer 106 Affected Stakeholders Can Make Crucial Contributions 108 Engage Affected Stakeholders 110 Lead the Stakeholders 112 End Point 113 Fast Foundation in Project Management 113 CHAPTER 6 WRITE THE RULES: KEY DOCUMENTS TO MANAGE EXPECTATIONS AND DEFINE SUCCESS 116 Introduction 116 Project Rules Are the Foundation 117 Publish a Project Charter 119 Write a Statement of Work 121 Statement of Work: Minimum Content 122 Responsibility Matrix 129 End Point 132 Fast Foundation in Project Management 133 PART 3 THE PLANNING PROCESS CHAPTER 7 RISK MANAGEMENT: MINIMIZE THE THREATS TO YOUR PROJECT 137 Introduction 137 All Project Management Is Risk Management 138 The Risk Management Framework 141 Step One: Identify the Risks 142 Step Two: Analyze and Prioritize the Risks 146 Step Three: Develop Response Plans 152 Step Four: Establish Contingency and Reserve 158 Step Five: Continuous Risk Management 159 Unexpected Leadership 160 End Point 160 Fast Foundation in Project Management 161 CHAPTER 8 WORK BREAKDOWN STRUCTURE: BREAK YOUR PROJECT INTO MANAGEABLE UNITS OF WORK 164 Introduction 164 Defining the Work Breakdown Structure 165 Building a Work Breakdown Structure 168 Criteria for a Successful Work Breakdown Structure 172 Work Package Size 175 Planning for Quality 177 Breaking Down Large Programs 179 Contractors or Vendors Can Provide a WBS 180 End Point 180 CHAPTER 9 REALISTIC SCHEDULING 183 Introduction 183 Planning Overview 183 Planning Step Two: Identify Task Relationships 185 Planning Step Three: Estimate Work Packages 189 Planning Step Four: Calculate an Initial Schedule 195 Planning Step Five: Assign and Level Resources 203 Small Projects Need Smaller Plans 213 End Point 214 Fast Foundation in Project Management 214 CHAPTER 10 MANAGING AGILE DEVELOPMENT WITH SCRUM 216 Introduction 216 Scrum Is a Framework 217 Managing the Product Backlog 223 Make the Plan Visible: Task Boards and Burndown Charts 225 Key Factors for Scrum to Be Effective 227 End Point 229 CHAPTER 11 THE ART AND SCIENCE OF ACCURATE ESTIMATING 230 Introduction 230 Estimating Fundamentals 231 Estimating Techniques 237 Building the Detailed Budget Estimate 246 Generating the Cash Flow Schedule 253 End Point 254 Fast Foundation in Project Management 254 Stellar Performer: Tynet, Inc. 255 Stellar Performer: Adobe Systems 258 CHAPTER 12 BALANCING THE TRADE-OFF AMONG COST, SCHEDULE, AND QUALITY 264 Introduction 264 Three Levels of Balancing a Project 265 Balancing at the Project Level 266 Balancing at the Business Case Level 278 Balancing at the Enterprise Level 283 End Point 284 Stellar Performer: Safeco Field 285 Stellar Performer: Boeing 767-400ER Program 289 PART 4 CONTROLLING THE PROJECT CHAPTER 13 BUILDING A HIGH-PERFORMANCE PROJECT TEAM 294 Introduction 294 A Framework for Building High-Performance Teams 298 Leadership Responsibilities 302 Building a Positive Team Environment 306 Ground Rules 307 Team Identity 309 Team Listening Skills 313 Meeting Management 317 Summary of Building a Positive Team Environment 317 Collaborative Problem Solving 319 Problem Analysis 319 Decision Modes 321 Conflict Management 326 Continuous Learning 329 Summary of Collaborative Problem Solving 333 Job Satisfaction 333 End Point 334 Stellar Performer: Habitat for Humanity 335 CHAPTER 14 CLEAR COMMUNICATION AMONG PROJECT STAKEHOLDERS 337 Introduction 337 Embrace Your Role as a Leader 338 Creating a Communication Plan 338 Change Management: Promote Behavior Change in Affected Stakeholders 345 Communicating Within the Project Team 353 Closeout Reporting 361 End Point 362 Fast Foundation in Project Management 363 CHAPTER 15 CONTROL SCOPE TO DELIVER VALUE 365 Introduction 365 The Change Control Process 366 Configuration Management 372 Change Control Is Essential for Managing Expectations 374 End Point 374 Fast Foundation in Project Management 374 CHAPTER 16 MEASURING PROGRESS 376 Introduction 376 Measuring Schedule Performance 376 Measuring Cost Performance 380 Earned Value Reporting 382 Cost and Schedule Baselines 391 End Point 393 CHAPTER 17 SOLVING COMMON PROJECT PROBLEMS 396 Introduction 396 Responsibility Beyond Your Authority 396 Disaster Recovery 397 Reducing the Time to Market 398 When the Customer Delays the Project 399 The Impossible Dream 400 Fighting Fires 401 Managing Volunteers 401 End Point 402 PART 5 ADVANCING YOUR PRACTICE OF PROJECT MANAGEMENT CHAPTER 18 ENTERPRISE PROJECT MANAGEMENT: COORDINATE ALL PROJECTS AND PROJECT RESOURCES IN YOUR ORGANIZATION 405 Introduction 405 Defining Enterprise Project Management 407 Three Tiers of Management Within EPM 409 The Four Components of EPM 411 Establish Consistent EPM Processes 412 Technology Enables EPM Processes 415 The People Who Deliver Projects 419 Support Project Management: The Project Office 420 End Point 428 Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office 430 CHAPTER 19 REQUIREMENTS ENGINEERING: THE KEY TO BUILDING THE RIGHT PRODUCT 437 James Rivera and Eric Verzuh Introduction 437 Requirements Engineering and Project Management Are Intimately Connected 438 Requirement Types Illustrate the Evolving Product Vision 439 Requirements Engineering Scope and Processes 441 Requirements Development Activities 443 Requirements Management Activities 445 Requirements Documentation Techniques 447 Requirements Engineering Demands Discipline 447 End Point 449 CHAPTER 20 PROJECT PORTFOLIO MANAGEMENT: ALIGN PROJECT RESOURCES WITH BUSINESS STRATEGY 450 Ralph Kliem and Eric Verzuh Introduction 450 The Scope and Goals of the Portfolio 452 Stakeholders: Roles in Project Portfolio Management 453 PPM Information Supports Decisions 455 Project Selection and Prioritization 456 Ongoing Portfolio Management 459 Monitor the Results of Projects and the Portfolio 460 Culture Change 461 End Point 461 CHAPTER 21 PMP EXAM PREPARATION 462 Tony Johnson Introduction 462 Requirements to Earn the PMP 463 Top 10 Study Tips for the PMP Exam 463 End Point 467 CHAPTER 22 MICROSOFT PROJECT: GUIDELINES FOR EFFECTIVE USE 468 Introduction 468 Project Management Software Supports the Discipline 469 Looking Under the Hood: The Design of Project 469 Set Up the Project First 471 Follow the Planning Model in This Book 471 Task Types: Fix the Duration, Work, or Resource Level 473 Assigning Resources to a Project 473 Resource Leveling Your Schedule 476 Maintaining the Plan Throughout the Project 478 Project Server and Project Web App 479 End Point 480 APPENDIX A: THE DETAILED PLANNING MODEL 481 APPENDIX B: DOWNLOADABLE FORM SAMPLES 490 NOTES 495 INDEX 497