Project Planning Scheduling and Control The Ultimate Hands Oe to Bringing Projects in On Time and On Budget 5th Edition by James Lewis ISBN 0071746528 978-0071746526
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Product details:
ISBN 10: 0071746528
ISBN 13: 978-0071746526
Author: James Lewis
All you need to execute a project perfectly
A new edition of the classic project management book is here, revised and updated with even more guidelines and real-world examples. This expanded fifth edition provides an applications-oriented understanding of the issues you must confront and important tips for passing the Project Management Professional exam.
The standard guidebook in the Project Management field for over 20 years Project Planning Scheduling and Control now offers more strategies for dealing effectively with team members, clients, senior managers and other key stakeholders and is the perfect prescription for project success.
NEW TO THIS EDITION:
- Chapters on Full-spectrum Project Management and how to manage a virtual project team
- Managing and facilitating project meetings
- Techniques for dealing with contractors
- Guidelines for setting up a project office
Project Planning Scheduling and Control The Ultimate Hands Oe to Bringing Projects in On Time and On Budget 5th Table of contents:
SECTION ONE INTRODUCTION TO PROJECT MANAGEMENT
Chapter 1 An Introduction to Project Management
What Is a Project?
What Is Project Management?
How Do You Define Success?
The Project Management System
Project Management and and ISO 9000
Project Management and Six Sigma
The Lewis Method of Managing Projects
In Summary
Chapter 2 The Project Management Institute and the PMBOK® GUIDE
Processes versus Knowledge Areas
Knowledge Areas
In Summary
Chapter 3 The Role of the Project Manager
It’s All About People
Do You Really Want to Manage
Making Your Career Decision
Chapter 4 How to Achieve High-Performance Project Management™
The High-Performance Project Management Model
The Need for a New Approach
Stages of Development
Chapter 5 Whole-Brain® Project Management
Thinking Styles
Work Motivation and the HBDI® Profile
Team Dynamics
The Balanced Scorecard
Creativity and Profiles
In Summary
SECTION TWO PROJECT DEFINITION
Chapter 6 Headless-Chicken Projects and How to Prevent Them
The Cold, Hard Facts
The Causes
Mission and Vision
Problems, Problems
Defining Closed-Ended Problems
Defining Opened-Ended Problems
The Fallacy of Project Management Assumptions
SECTION THREE PROJECT PLANNING
Chapter 7 Developing Project Strategy
What Is Strategy?
Generating and Choosing the Correct Strategy
Putting It All Together
Chapter 8 Implementation Planning
Mistakes in Planning
Developing the Work Breakdown Structure
Estimating Time, Cost, and Resource Requirements
Clarifying Roles and Responsibilities
Gaining Commitment from Resource Providers
Developing the Project Budget
Chapter 9 Project Scheduling
The Basics of Scheduling
Software Capabilities
Resource Allocation
Conclusion
Chapter 10 Managing Project Communications
Communications Management Processes
Chapter 11 Managing Risks
The Risk Management Process
Risk Quantification
Conclusion
SECTION FOUR EXECUTION AND CONTROL
Chapter 12 Project Control
Measuring Progress
The Pitfalls of Reporting Schedule Only
Tracking Progress Using Earned Value Analysis
Responding to Deviations
Using Graphs to Track Progress and Forecast Trends
Using Spreadsheets to Track Progress
Alternatives to Earned Value
Project Change Control
Chapter 13 Conducting Project Reviews
Reviews
Displaying Progress
Process Reviews
Conducting Process or Lessons-Learned Reviews
The Process Review Report
Design Reviews
SECTION FIVE OTHER ISSUES IN PROJECT MANAGEMENT
Chapter 14 Improving Project Processes
Identifying Processes
Principles of Process Improvement
Operational Definitions of Problems
Chapter 15 Managing and Facilitating Meetings
Meeting Management Guidelines
Marathon Meetings
Important Roles in Meetings
Some Guidelines for Project Meetings
More Pointers for Status Meetings
In Summary
Chapter 16 Closing Out the Project
Administrative Closure
The Final Lessons-Learned Review
Personnel Issues in Project Closing
Chapter 17 Managing Multiple Projects
Project, Task, Priority?
Personal Effectiveness
Chapter 18 Improving Your Effectiveness
The Psychology of Achievement
The Laws that Govern Our Lives
Self-Concept
Programming Your Mind for Success
Behave As-If
Mental Rehearsal
Affirmations and Goals
Relax
Autogenic Conditioning
A Word of Caution
Chapter 19 Working with Senior Managers
Helping Your Manager Meet His Needs
Educating Managers about Project Management
Applying the HBDI© Profile to Working with Senior Managers
Making Presentations to Executives
Understanding Your Manager’s Point of View
Find a Mentor
Final Suggestion
Chapter 20 Dealing More Effectively with People
Working with Your Project Team
Motivation
Negotiating and Influencing
Dealing with Politics
Skill Building
Chapter 21 Trends in Project Management
Virtual Project Teams
Technology: For Better or Worse
Appendix Schedule Computations
Network Rules
Basic Scheduling Computations
Calculations for an AOA Network
Constrained End Date Scheduling
Reducing Activity Durations
Converting Arrow Diagrams to Bar Charts
Limitations of the Critical Path Method
GLOSSARY
RESOURCES FOR PROJECT MANAGERS
REFERENCES AND READING LIST
INDEX
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