1 THE WORLD OF PROJECT MANAGEMENT
1.2 Project Management vs. general Management
1.3 What Is Managed? The Three goals of a Project
1.4 The Life Cycles of Projects
1.5 Selecting Projects to Meet organizational objectives
1.6 The Project Portfolio Process
Step 1: Establish a Project Council
Step 2: Identify Project Categories and Criteria
Step 4: Assess Resource Availability
Step 5: Reduce the Project and Criteria Set
Step 6: Prioritize the Projects within Categories
Step 7: Select the Projects to Be Funded and Held in Reserve
1.7 The Materials in this Text
2 THE MANAGER, THE ORGANIZATION, AND THE TEAM
2.2 The PM's Responsibilities to the Project
Leadership and Making Trade-Offs
Negotiation, Conflict Resolution, and Persuasion
2.3 Selection of a Project Manager
2.4 Project Management as a Profession
2.5 Fitting Projects Into the Parent organization
Functional Project Organization
The Project Management Office and Project Maturity
2.7 Multidisciplinary Teams—Balancing Pleasure and Pain
Interface Coordination—Interface Management
Comments on Empowerment and Work Teams
3 PROJECT ACTIVITY AND RISK PLANNING
3.1 The Basis of a Project Plan—The “Project Charter”
3.2 The Planning Process—Overview
3.3 The Planning Process—Nuts and Bolts
The Launch Meeting—and Subsequent Meetings
Sorting Out the Project—The Work Breakdown Structure (WBS)
Extensions of the Everyday WBS
3.4 More on the Work Breakdown Structure and Other Aids
A Whole-Brain Approach to Project Planning
Risk Identification and Qualitative Risk Analysis
Case: St. Dismas Assisted Living Facility—1
Activity vs. Program Budgeting
4.4 Budget Uncertainty and Project Risk Management
4.5 Project Risk Simulation with Crystal Ball®
Case: St. Dismas Assisted Living Facility Project Budget Development—2
Case: Building the Geddy's Dream House
Finding the Critical Path and Critical Time
Doing It the Easy Way—Microsoft Project (MSP)
5.2 Project Uncertainty and Risk Management
Calculating Probabilistic Activity Times
The Probabilistic Network, an Example
The Probability of Completing the Project on Time
The Case of the Unreasonable Boss
Incorporating costs into the Simulation Analysis
Traditional Statistics vs. Simulation
Final Thoughts on the Use of These Tools
Case: St. Dismas Assisted living facility Program Plan—3
6 ALLOCATING RESOURCES TO THE PROJECT
Project Expediting in Practice
Resource Loading/Leveling and Uncertainty
6.4 Allocating Scarce Resources to Projects
Some Comments about Constrained Resources
6.5 Allocating Scarce Resources to Several Projects
Resource Allocation and the Project Life cycle
The Effect of Not Reporting Early Activity completion
Case: St. Dismas Assisted Living facility Resource Usage—4
7 MONITORING AND CONTROLLING THE PROJECT
7.1 The Plan-Monitor-Control Cycle
Designing the Monitoring System
7.2 Data Collection and Reporting
Virtual Meetings, Reports, and Project Management
7.5 Designing the Control System
7.6 Scope Creep and Change Control
Case: St. Dismas Assisted Living facility case—5
Case: Palmstar Enterprises, Inc.
8 EVALUATING AND TERMINATING THE PROJECT
Case: St. Dismas Assisted Living facility case—6
APPENDIX: PROBABILITY AND STATISTICS
A.2 Event Relationships and Probability Laws
Descriptive versus Inferential Statistics