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by Robert Buttrick
The Project Workout
Cover
Title
Copyright
Dedication
Contents
List of project workouts
Foreword by Robert Heller
Acknowledgements
About the author
Preface to the Fifth Edition
Introduction
Part I Challenges to be Faced
1 Challenges we need to face
Problems, more problems
Initiatives fail, are cancelled, or never get started – why?
2 Advice the best organizations give us
The study
The lessons and their implications
But we're different!: organization context
Using a staged project framework increases the likelihood of success
3 Projects in the context of businesses, portfolios and programmes
Whose project is it?
Business-led and enabling projects
Projects within a programme or portfolio
Putting it all together
Part II A Walk through the Project Life cycle
4 The project framework: An overview of its gates and stages
Projects as vehicles of change
Stages and gates
The project framework
Some key questions
How can I apply the framework?
5 Who does what?
The players
The originator
The project sponsor
The project board
The project manager
The team managers and members
Project assurance
Project coach/facilitator
Project support
Specialist roles
6 The proposal: Identify the need!
Overview
Key deliverable
Process steps
7 The initial investigation stage: Have a quick look at it!
Overview
Key deliverables
Process steps
8 The detailed investigation stage: That looks promising ... let's have a closer look
Overview
Key deliverables
Process steps
9 The develop and test stage: Do it!
Overview
Key deliverables
Process steps
10 The trial stage: Try it out
Overview
Key deliverables
Process steps
11 The release stage: Let's get going!
Overview
Key deliverable
Process steps
12 The post-implementation review: How did we do?
Overview
Key deliverable
13 Tailoring the staged framework
Tailoring – making it work for everyone
Four types of project
Fitting into the staged framework
Small stuff, or "simple" projects
"Just do it" projects: loose cannons
Agile or rapid "projects"
Concurrent engineering
Projects which impact a lot of people – the two stage trial
Big stuff, or projects, subprojects and work packages
The extended project life cycle
14 A few related projects: Simple programmes
Simple programmes
Sharing project deliverables: interdependencies
Phased programmes
Simple programme organizations
Part III The Essentials You Need to Know
15 Project teams and style
Culture: the way we do things around here
Project teams
Leadership and influence
I thought you were doing that!: accountability
RACI tables
16 Project governance
So what is governance?
Constraints on project governance
Aspects of project governance
Project gating
Recording agreement on deliverables
17 Project setup
How to go about it
Set up the project team
Prepare a business case and definition
Prepare the project plan
Define your project organization
Define how you will manage the project
Identify and engage your stakeholders
18 Monitoring, controlling, and reporting
Who, what and when?
Making reporting work for you
19 Managing benefits
Benefits and drivers
Needs, benefits, outcomes and outputs – mapping
Forecasting benefits
Timing of benefits
Business cases
20 Managing the schedule
The project schedule
Summary and detailed schedule plan
Critical path, float, slack, and other jargon
Tracking progress toward your objectives
Schedule reports
Reports used when drafting a plan
Report used to update the forecast
Reports used for progress reporting
So why are we nearly always late?
21 Managing resources
Resources – the toughest constraint?
Different types of resources
Planning your resources
Reports used when managing your resources
22 Managing the finances
The financial plan
Financial management controls
Estimating the costs
Authorization to spend funds
Recording actual costs and committed costs
Financial reporting
Earned value
23 Managing what might go wrong (or right): Risks
Considering possible threats and opportunities
Addressing threats at the start of the project
Addressing opportunities at the start of the project
Monitoring risks once the project is in progress
Tips on using the risk log
More sophisticated risk evaluation techniques
24 Managing what has gone wrong (or right!): Issues
What do we mean by "issues?"
When an issue is identified
Tips on using the issues log
25 Let's do it differently: Change control
Controlling change
Accountabilities for change decisions
The change control process
The change request form
26 Keeping your stakeholders engaged
Why stakeholder management?
Identification, analysis, and planning
Engagement and monitoring
Signs of resistance
Why communications?
Right audience, right message, right time, right media
27 Reviews and more reviews: Assurance
Keeping sight of the objectives
Review when a proposal is raised
Review at the detailed investigation gate
Reviews during the project
Project closure review
Post-implementation review
28 Coping with all that documentation
Before you skip to the next chapter, read this
What does document management give you?
A bit about document features
Key document management activities
Document management roles
What to look for in a document management solution
29 Closing the project
Project closure
The closure report
The closure meeting
Closure actions
Part IV Making Project Management Work for You
30 Being a project manager
Keep the business objective in mind
Justifiably different – tailoring
Don't forget the people!
Make each project an opportunity to learn
31 Project management methods
Designing your project method: teach me to cheat
Deciding how to document your project management method
A framework for your project management approach
The project management activities
The supporting activities
Project frameworks or life cycles
Appendix A Glossary
Appendix B Document outlines
Appendix C Method and standards commentary
Appendix D Good meetings
Appendix E Brainstorming
Index
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