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Table of Contents
About the Authors
Preface: Project Management in a Complex World
1
Introduction to Project Management
1.1
Project Management Defined
1.2
Project Defined
1.3
Project Context
1.4
Key Skills of the Project Manager
1.5
Introduction to the Project Management Knowledge Areas
1.6
End-of-Chapter Exercises
1.7
Web Exercise
1.8
Software and Technology Exercises
2
Project Profiling
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2.1
Using a Project Profile
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2.2
Project Profiling Models
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2.3
Complex Systems and the Darnall-Preston Complexity Index
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2.4
Darnall-Preston Complexity Index Structure
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2.5
End-of-Chapter Exercises
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2.6
Software and Technology Exercise
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3
Project Life Cycle, Process Groups, and the Organizational Structure of a Project
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3.1
Project Management Life Cycle and Process Groups
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3.2
Project Organization
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3.3
Using the Darnall-Preston Complexity Index to Measure Organizational Complexity
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3.4
End-of-Chapter Exercises
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3.5
Web Exercise
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4
Starting a Project
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4.1
Project Selection
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4.2
Project Charter
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4.3
Project Scope
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4.4
Project Start-Up
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4.5
Alignment Process
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4.6
Communications Planning
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4.7
End-of-Chapter Exercises
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4.8
Software and Technology Exercise
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5
Understanding and Meeting Stakeholder Expectations
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5.1
Stakeholder Satisfaction
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5.2
Managing Stakeholder Relations
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5.3
Understanding Values and Expectations
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5.4
Dealing with Problems
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5.5
Nurturing a Feeling of Satisfaction
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5.6
End-of-Chapter Exercises
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5.7
Web Exercises
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6
Working with People on Projects
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6.1
Working with Individuals
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6.2
Working with Groups and Teams
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6.3
Creating a Project Culture
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6.4
End-of-Chapter Exercises
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6.5
Web Exercises
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7
Project Communication Management
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7.1
Project Communication Plan
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7.2
Types of Communication Technology
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7.3
Selecting Software
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7.4
End-of-Chapter Exercises
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7.5
Web Exercise
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7.6
Software and Technology Exercises
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8
Project Schedule Management
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8.1
Types of Schedules
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8.2
Project Schedule Management
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8.3
Critical Path and Float
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8.4
Managing the Schedule
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8.5
Project Scheduling Software
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8.6
End-of-Chapter Exercises
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8.7
Software and Technology Exercises
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9
Project Cost Management
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9.1
Estimating Costs
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9.2
Managing the Project Budget
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9.3
End-of-Chapter Exercises
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9.4
Software and Technology Exercise
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10
Project Quality Management
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10.1
Developing the Quality Section of the Project Management Plan
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10.2
Quality and Statistics
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10.3
Development of Quality as a Competitive Advantage
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10.4
Relevance of Quality Programs to Project Quality
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10.5
Planning and Controlling Project Quality
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10.6
Assuring Project Quality
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10.7
End-of-Chapter Exercises
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10.8
Software and Technology Exercises
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11
Project Risk Management
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11.1
Defining Risk
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11.2
Risk Management Process
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11.3
Project Risk over the Life Cycle of the Project
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11.4
Project Risk and the Project Complexity Profile
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11.5
End-of-Chapter Exercises
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11.6
Web Exercise
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12
Project Procurement
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12.1
Identifying the Need for Resources Outside the Organization
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12.2
Procurement Plan
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12.3
Selecting the Type of Contract
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12.4
Procurement Process
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12.5
End-of-Chapter Exercises
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12.6
Web Exercises
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13
Managing Project Closure
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13.1
Project Close
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13.2
Project Closure and People
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13.3
End-of-Chapter Exercises
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14
Project Management Skills
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14.1
Darnall Three-Level Model of Project Knowledge, Skills, and Processes
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14.2
Basic Project Management Skills: Communication Skills
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14.3
Basic Project Management Skills: Interpersonal Skills
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14.4
Basic Project Management Skills: Coordination
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14.5
Basic Project Management Skills: Team Building
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14.6
Basic Project Management Skills: Problem Solving
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14.7
Managing Stress on a Project
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14.8
Project E-mail Best Practice
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14.9
End-of-Chapter Exercises
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