The New One Page Project Manager Communicate and Manage Any Project With A Single Sheet of Paper 1st edition by Clark, Mick Campbell 9781118378373

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• ISBN 13:9781118378373

• Author:Clark A. Campbell, Mick Campbel

How to manage any project on just one piece of paper

The New One-Page Project Manager demonstrates how to efficiently and effectively communicate essential elements of a project’s status. The hands of a pocket watch reveal the time of day without following every spring, cog, and movement behind the face. Similarly, an OPPM template reduces any project―no matter how large or complicated―to a simple one-page document, perfect for communicating to upper management and other project stakeholders. Now in its Second Edition, this practical guide, currently saving time and effort in thousands of organizations worldwide, has itself been simplified, then refined and extended to include the innovative AgileOPPM™.

• This Second Edition will include new material and updates including an introduction of the ground-breaking AgileOPPM™ and an overview of MyOPPM™ template builder, available on-line
• Includes references throughout the book to the affiliated sections in the Project Management Body of Knowledge (PMBOK®)
• Shows templates for the Project Management Office (PMO)

This new and updated Second Edition will help you master the one-page approach to both traditional project management and Agile project management.

(PMBOK is a registered marks of the Project Management Institute, Inc.)

The New One Page Project Manager Communicate and Manage Any Project With A Single Sheet of Paper 1st Table of content:

Chapter 1: The Necessity of Simplicity and the Power of Visuals
The Guiding Principle
The Power of Visuals
Critical Path Method and Earned Value Management
Now to Turn Things 180 Degrees—Beware of Being Too Simple
Chapter 2: OPPM Is All about Communication
Chapter 3: What Is the One-Page Project Manager?
Chapter 4: A Traditional Project
Five Essential Parts of a Project
Ownership Is Remarkably Powerful
Chapter 5: The 12 Construction Steps for a Traditional OPPM
Step 1: The Header
Step 2: The Owners
Step 3: The Matrix
Step 4: The Sub-Objectives
Step 5: The Major Tasks
Continuous Improvement
Step 6: Aligning Tasks with Sub-Objectives
Step 7: The Report Dates
Step 8: Aligning Tasks to Report Dates
Step 9: Aligning Tasks and Schedule to Owners
Step 10: Risks, Qualitatives, and Other Metrics
Step 11: Costs and Metrics
Step 12: Summary & Forecast
The 12 Steps Come Together
Chapter 6: The Five Reporting Steps for a Traditional OPPM, or OPPM in Action
Five Steps to Creating a Report Using the OPPM
Examples of the OPPM in Action
A Report Early in the Project
A Report Midway through the Project
A Report Near the End of the Project
Chapter 7: An Agile Project: Five Essential Parts of an Agile Project
Chapter 8: The 12 Construction Steps for an Agile OPPM
Step 1: The Header
Step 2: Development Team
Step 3: The Matrix
Step 4: Feature Sets
Step 5: Releases and Sprints
Step 6: Aligning Sprints with Feature Sets
Step 7: Sprint Dates and Time Boxes
Step 8: The Schedule
Step 9: Backlog Burndown
Step 10: Risks, Qualitatives, and Other Metrics
Step 11: Overall Status
Step 12: Summary & Forecast
Chapter 9: The Seven Reporting Steps for an Agile OPPM
Seven Steps to Creating a Report Using the OPPM
Chapter 10: Thinking about Projects
The Visionary Thinker
The Start-to-Finish Thinker
The Finish-to-Start Thinker
Assets of These Thinkers
Liabilities of These Thinkers
People Are Multidimensional
What the Project Leader Needs to Do
Chapter 11: The Project Management Office
Project Dashboard
Corporate Project Methodology
Project Training
Consistent Application
Project Public Relations
Project Prioritization
Project Review and Corrective Action
Project Archives and Continuous Improvement
Example
Chapter 12: Consulting and Marketing with the OPPM
Phase 1: The Small Consulting Engagement
Phase 2: The Large Consulting Engagement
Appendix A: The One-Page OPPM
Appendix B: OPPM and the PMBOK

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