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• Cover: How to Manage Projects
• How to Manage Projects
• Creating Success Series
• Title Page
• Contents
• List of Figures
• List of Tables
• About the author
• Acknowledgements
• 01 Project success is more than just one thing
• How to use this book
• 02 The accidental project manager: What is this going to take?
• What is a project?
• A short, practical definition of what is a project manager: superhero!
• Self-inventory: do I have what it takes to be a project manager?
• 03 Where does a project manager fit in the organization?: The role of the PMO
• If a PMO exists
• What if a PMO does not exist?
• 04 Project governance
• Governance team guidance
• The project’s governance team: fit and function
• The governance team: form
• The governance team: operational considerations
• 05 Project scope: Defining it, managing it, changing it and avoiding creep
• Defining the scope
• Buy-in
• Change control
• Involve your friendly organizational lawyer
• 06 The project quality plan
• Meet the customer’s requirements
• Small mistakes enable big successes (aka prototyping)
• Design for tolerance of variation and interactions
• Regulatory and compliance plan
• 07 Different types of project lifecycle models
• The classic waterfall project lifecycle (aka the predictive method)
• The V-model
• The rapid prototyping lifecycle
• The Agile concept
• The blended lifecycle – reality
• 08 Planning the project: Schedule management (time management)
• What is an activity?
• Sequencing the activities
• Estimating the durations of the activities
• Scheduling the activities
• Managing the schedule
• 09 The project staffing plan
• Staffing
• Defining the resource need – skill traceability
• Schedule timing and resource loading
• Resource management
• 10 Design and configuration management
• A deadly serious example
• So who is responsible for managing configuration management?
• Formally defining configuration management
• Configuration management and project requirements
• Design traceability matrix
• Capturing the configuration and the supporting system for using it
• 11 Cost planning and cost management
• Tendencies towards managing outcomes and money
• Current data, historical data and estimates vs contracted prices
• The project plan, the components and your organization
• Cost management, or driving through the rear-view mirror
• 12 The project’s supply chain plan
• A note on vertical integration
• Take a balanced approach
• How to develop a supply chain plan
• 13 Project execution: Tracking, updating, reporting and acceptance
• The best-laid plans – and doing better than the best-laid plans
• Re-planning and monitoring
• Tracking frequency
• Types of check-in
• Keeping everyone current
• Upward reporting
• Getting acceptance
• 14 Evaluation, lessons learnt and improving the next project
• When boring has exciting implications
• Evaluate like an airline
• Where does a project evaluation fit?
• The accidental, not-so-accidentally successful project manager
• Praise for How To Manage Projects
• All the books in the Creating Success series
• Copyright Page