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Perform Be Agile! Time-crunch! Right now, the business world has never moved so fast and project managers have never been so much in demand--the Project Management Institute has estimated that industries will need at least 87 million employees with the full spectrum of PM skills by 2027. To help you meet those needs and expectations in time, Project Management All-in-One For Dummies provides with all the hands-on information and advice you need to take your organizational, planning, and execution skills to new heights.
Packed with on-point PM wisdom, these 7 mini-books--including the bestselling Project Management and Agile Project Management For Dummies--help you and your team hit maximum productivity by razor-honing your skills in sizing, organizing, and scheduling projects for ultimate effectiveness. You'll also find everything you need to overdeliver in a good way when choosing the right tech and software, assessing risk, and dodging the pitfalls that can snarl up even the best-laid plans.
* Apply formats and formulas and checklists
* Manage Continuous Process Improvement
* Resolve conflict in teams and hierarchies
* Rescue distressed projects
Perform Be Agile! Time-crunch! Right now, the business world has never moved so fast and project managers have never been so much in demand--the Project Management Institute has estimated that industries will need at least 87 million employees with the full spectrum of PM skills by 2027. To help you meet those needs and expectations in time, Project Management All-in-One For Dummies provides with all the hands-on information and advice you need to take your organizational, planning, and execution skills to new heights.
Packed with on-point PM wisdom, these 7 mini-books--including the bestselling Project Management and Agile Project Management For Dummies--help you and your team hit maximum productivity by razor-honing your skills in sizing, organizing, and scheduling projects for ultimate effectiveness. You'll also find everything you need to overdeliver in a good way when choosing the right tech and software, assessing risk, and dodging the pitfalls that can snarl up even the best-laid plans.
* Apply formats and formulas and checklists
* Manage Continuous Process Improvement
* Resolve conflict in teams and hierarchies
* Rescue distressed projects
Stanley E. Portny, PMP
Mark C. Layton, MBA2, CST, PMP, SAFe SPC
Steven J. Ostermiller, CSP, PMP
Nick Graham
Cynthia Snyder Dionisio
David Morrow, CSP, ICP-ACC
Doug Rose, CSP-SM, PMI-ACP, PMP, SAFe SPC
Introduction 1
About This Book 1
Foolish Assumptions 2
Icons Used in This Book 2
Beyond the Book 3
Where to Go from Here 3
Book 1: In the Beginning: Project Management Basics 5
Chapter 1: Achieving Results with Project Management 7
Determining What Makes a Project a Project 7
Understanding the three main components that define a project 8
Recognizing the diversity of projects 10
Describing the four phases of a project life cycle 10
Defining Project Management 12
Starting with the initiating processes 13
Outlining the planning processes 14
Examining the executing processes 15
Surveying the monitoring and controlling processes 16
Ending with the closing processes 17
Knowing the Project Manager's Role 17
Looking at the project manager's tasks 18
Staving off excuses for not following a structured project-management approach 18
Avoiding shortcuts 19
Staying aware of other potential challenges 20
Chapter 2: Involving the Right People 23
Understanding Your Project's Stakeholders 24
Developing a Stakeholder Register 24
Starting your stakeholder register 25
Ensuring your stakeholder register is complete and up to date 28
Using a stakeholder register template 30
Determining Whether Stakeholders Are Drivers, Supporters, or Observers 31
Distinguishing the different groups 32
Deciding when to involve your stakeholders 33
Using different methods to involve your stakeholders 36
Making the most of your stakeholders' involvement 37
Displaying Your Stakeholder Register 38
Confirming Your Stakeholders' Authority 39
Assessing Your Stakeholders' Power and Interest 40
Chapter 3: Developing Your Game Plan 43
Divide and Conquer: Breaking Your Project into Manageable Chunks 43
Thinking in detail 44
Identifying necessary project work with a work breakdown structure 45
Dealing with special situations 53
Creating and Displaying Your Work Breakdown Structure 57
Considering different schemes to create your WBS hierarchy 57
Using one of two approaches to develop your WBS 58
Categorizing your project's work 60
Labeling your WBS entries 61
Displaying your WBS in different formats 62
Improving the quality of your WBS 66
Using templates 66
Identifying Risks While Detailing Your Work 68
Documenting What You Need to Know about Your Planned Project Work 70
Book 2: Steering the Ship: Planning and Managing a Project 71
Chapter 1: You Want This Project Done When? 73
Picture This: Illustrating a Work Plan with a Network Diagram 74
Defining a network diagram's elements 74
Drawing a network diagram 76
Analyzing a Network Diagram 77
Reading a network diagram 77
Interpreting a network diagram 79
Working with Your Project's Network Diagram 84
Determining precedence 84
Using a network diagram to analyze a simple example 87
Developing Your Project's Schedule 92
Taking the first steps 92
Avoiding the pitfall of backing in to your schedule 93
Meeting an established time constraint 94
Applying different strategies to arrive at your destination in less time 95
Estimating Activity Duration 102
Determining the underlying factors 103
Considering resource characteristics 103
Finding sources of supporting information 104
Improving activity duration estimates 104
Displaying Your Project's Schedule 106
Chapter 2: Starting Your Project Team Off on the Right Foot 111
Finalizing Your Project's Participants 112
Are you in? Confirming your team members' participation 112
Assuring that others are on board 114
Filling in the blanks 115
Developing Your Team 116
Reviewing the approved project plan 117
Developing team and individual goals 118
Specifying team-member roles 118
Defining your team's operating processes 119
Supporting the development of team-member relationships 120
Resolving conflicts 120
All together now: Helping your team become a smooth-functioning unit 123
Laying the Groundwork for Controlling Your Project 125
Selecting and preparing your tracking systems 125
Establishing schedules for reports and meetings 126
Setting your project's baseline 127
Hear Ye, Hear Ye! Announcing Your Project 127
Setting the Stage for Your Post-Project Evaluation 128
Chapter 3: Monitoring Progress and Maintaining Control 129
Holding the Reins: Project Control 130
Establishing Project Management Information Systems 131
The clock's ticking: Monitoring schedule performance 132
All in a day's work: Monitoring work effort 138
Follow the money: Monitoring expenditures 143
Putting Your Control Process into Action 147
Heading off problems before they occur 147
Formalizing your control process 148
Identifying possible causes of delays and variances 149
Identifying possible corrective actions 150
Getting back on track: Rebaselining 151
Reacting Responsibly When Changes Are Requested 151
Responding to change requests 152
Creeping away from scope creep 153
Chapter 4: Bringing Your Project to Closure 155
Staying the Course to Completion 156
Planning ahead for your project's closure 156
Updating your initial closure plans when you're ready to wind down the project 157
Charging up your team for the sprint to the finish line 158
Handling Administrative Issues 158
Providing a Smooth Transition for Team Members 159
Surveying the Results: The Post-Project Evaluation 160
Preparing for the evaluation throughout the project 161
Setting the stage for the evaluation meeting 162
Conducting the evaluation meeting 163
Following up on the evaluation 165
Book 3: Helping Out: Using Tools on a Project 167
Chapter 1: Considering Checklists and Templates 169
Using Checklists Properly 170
Understanding Checklist Types 171
Trying Templates 172
Reviewing Project Structure 173
Kicking off the project 173
Doing the planning 175
Delivering project products 175
Closing the project 176
Evaluating the project 176
Chapter 2: The Key Documents for Managing a Project 179
Kicking Off 180
Project Planning 180
The major planning documents 180
The logs 181
Control checklists 182
Controlling a Project 183
Thinking About What You Need 184
Chapter 3: Working with Microsoft Project 2019 185
Connecting Project 2019 to Project Management 186
Defining "project manager" 187
Identifying what a project manager does 187
Introducing Project 2019 188
Getting to Know You 189
Opening Project 2019 189
Navigating Ribbon tabs and the Ribbon 191
Displaying more tools 194
An Updated Feature: Tell Me What You Want to Do 196
Chapter 4: Surveying Cool Shortcuts in Project 2019 197
Task Information 197
Resource Information 198
Frequently Used Functions 199
Subtasks 200
Quick Selections 200
Fill Down 200
Navigation 200
Hours to Years 201
Timeline Shortcuts 201
Quick Undo and Repeat 202
Book 4: A New Method: Agile Project Management 203
Chapter 1: Applying the Agile Manifesto and Principles 205
Understanding the Agile Manifesto 205
Outlining the Four Values of the Agile Manifesto 208
Value 1: Individuals and interactions over processes and tools 209
Value 2: Working software over comprehensive documentation 210
Value 3: Customer collaboration over contract negotiation 212
Value 4: Responding to change over following a plan 213
Defining the 12 Agile Principles 214
Agile principles of customer satisfaction 216
Agile principles of quality 218
Agile principles of teamwork 220
Agile principles of product development 222
Adding the Platinum Principles 226
Resisting formality 226
Thinking and acting as a team 227
Visualizing rather than writing 228
Seeing Changes as a Result of Agile Values 229
Taking the Agile Litmus Test 230
Chapter 2: Defining the Product Vision and Product Roadmap 233
Agile Planning 234
Progressive elaboration 236
Inspect and adapt 237
Defining the Product Vision 237
Step 1: Developing the product objective 239
Step 2: Creating a draft vision statement 239
Step 3: Validating and revising the vision statement 241
Step 4: Finalizing the vision statement 242
Creating a Product Roadmap 243
Step 1: Identifying product stakeholders 244
Step 2: Establishing product requirements 245
Step 3: Arranging product features 245
Step 4: Estimating efforts and ordering requirements 247
Step 5: Determining high-level time frames 250
Saving your work 250
Completing the Product Backlog 251
Chapter 3: Planning Releases and Sprints 253
Refining Requirements and Estimates 253
What is a user story? 254
Steps to create a user story 256
Breaking down requirements 260
Estimation poker 262
Affinity estimating 265
Release Planning 267
...| Erscheinungsjahr: | 2020 |
|---|---|
| Fachbereich: | Management |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| Inhalt: | 608 S. |
| ISBN-13: | 9781119700265 |
| ISBN-10: | 1119700264 |
| Sprache: | Englisch |
| Einband: | Kartoniert / Broschiert |
| Autor: | Portny, Stanley E |
| Hersteller: | Wiley |
| Maße: | 240 x 193 x 32 mm |
| Von/Mit: | Stanley E Portny |
| Erscheinungsdatum: | 13.10.2020 |
| Gewicht: | 0,815 kg |
Stanley E. Portny, PMP
Mark C. Layton, MBA2, CST, PMP, SAFe SPC
Steven J. Ostermiller, CSP, PMP
Nick Graham
Cynthia Snyder Dionisio
David Morrow, CSP, ICP-ACC
Doug Rose, CSP-SM, PMI-ACP, PMP, SAFe SPC
Introduction 1
About This Book 1
Foolish Assumptions 2
Icons Used in This Book 2
Beyond the Book 3
Where to Go from Here 3
Book 1: In the Beginning: Project Management Basics 5
Chapter 1: Achieving Results with Project Management 7
Determining What Makes a Project a Project 7
Understanding the three main components that define a project 8
Recognizing the diversity of projects 10
Describing the four phases of a project life cycle 10
Defining Project Management 12
Starting with the initiating processes 13
Outlining the planning processes 14
Examining the executing processes 15
Surveying the monitoring and controlling processes 16
Ending with the closing processes 17
Knowing the Project Manager's Role 17
Looking at the project manager's tasks 18
Staving off excuses for not following a structured project-management approach 18
Avoiding shortcuts 19
Staying aware of other potential challenges 20
Chapter 2: Involving the Right People 23
Understanding Your Project's Stakeholders 24
Developing a Stakeholder Register 24
Starting your stakeholder register 25
Ensuring your stakeholder register is complete and up to date 28
Using a stakeholder register template 30
Determining Whether Stakeholders Are Drivers, Supporters, or Observers 31
Distinguishing the different groups 32
Deciding when to involve your stakeholders 33
Using different methods to involve your stakeholders 36
Making the most of your stakeholders' involvement 37
Displaying Your Stakeholder Register 38
Confirming Your Stakeholders' Authority 39
Assessing Your Stakeholders' Power and Interest 40
Chapter 3: Developing Your Game Plan 43
Divide and Conquer: Breaking Your Project into Manageable Chunks 43
Thinking in detail 44
Identifying necessary project work with a work breakdown structure 45
Dealing with special situations 53
Creating and Displaying Your Work Breakdown Structure 57
Considering different schemes to create your WBS hierarchy 57
Using one of two approaches to develop your WBS 58
Categorizing your project's work 60
Labeling your WBS entries 61
Displaying your WBS in different formats 62
Improving the quality of your WBS 66
Using templates 66
Identifying Risks While Detailing Your Work 68
Documenting What You Need to Know about Your Planned Project Work 70
Book 2: Steering the Ship: Planning and Managing a Project 71
Chapter 1: You Want This Project Done When? 73
Picture This: Illustrating a Work Plan with a Network Diagram 74
Defining a network diagram's elements 74
Drawing a network diagram 76
Analyzing a Network Diagram 77
Reading a network diagram 77
Interpreting a network diagram 79
Working with Your Project's Network Diagram 84
Determining precedence 84
Using a network diagram to analyze a simple example 87
Developing Your Project's Schedule 92
Taking the first steps 92
Avoiding the pitfall of backing in to your schedule 93
Meeting an established time constraint 94
Applying different strategies to arrive at your destination in less time 95
Estimating Activity Duration 102
Determining the underlying factors 103
Considering resource characteristics 103
Finding sources of supporting information 104
Improving activity duration estimates 104
Displaying Your Project's Schedule 106
Chapter 2: Starting Your Project Team Off on the Right Foot 111
Finalizing Your Project's Participants 112
Are you in? Confirming your team members' participation 112
Assuring that others are on board 114
Filling in the blanks 115
Developing Your Team 116
Reviewing the approved project plan 117
Developing team and individual goals 118
Specifying team-member roles 118
Defining your team's operating processes 119
Supporting the development of team-member relationships 120
Resolving conflicts 120
All together now: Helping your team become a smooth-functioning unit 123
Laying the Groundwork for Controlling Your Project 125
Selecting and preparing your tracking systems 125
Establishing schedules for reports and meetings 126
Setting your project's baseline 127
Hear Ye, Hear Ye! Announcing Your Project 127
Setting the Stage for Your Post-Project Evaluation 128
Chapter 3: Monitoring Progress and Maintaining Control 129
Holding the Reins: Project Control 130
Establishing Project Management Information Systems 131
The clock's ticking: Monitoring schedule performance 132
All in a day's work: Monitoring work effort 138
Follow the money: Monitoring expenditures 143
Putting Your Control Process into Action 147
Heading off problems before they occur 147
Formalizing your control process 148
Identifying possible causes of delays and variances 149
Identifying possible corrective actions 150
Getting back on track: Rebaselining 151
Reacting Responsibly When Changes Are Requested 151
Responding to change requests 152
Creeping away from scope creep 153
Chapter 4: Bringing Your Project to Closure 155
Staying the Course to Completion 156
Planning ahead for your project's closure 156
Updating your initial closure plans when you're ready to wind down the project 157
Charging up your team for the sprint to the finish line 158
Handling Administrative Issues 158
Providing a Smooth Transition for Team Members 159
Surveying the Results: The Post-Project Evaluation 160
Preparing for the evaluation throughout the project 161
Setting the stage for the evaluation meeting 162
Conducting the evaluation meeting 163
Following up on the evaluation 165
Book 3: Helping Out: Using Tools on a Project 167
Chapter 1: Considering Checklists and Templates 169
Using Checklists Properly 170
Understanding Checklist Types 171
Trying Templates 172
Reviewing Project Structure 173
Kicking off the project 173
Doing the planning 175
Delivering project products 175
Closing the project 176
Evaluating the project 176
Chapter 2: The Key Documents for Managing a Project 179
Kicking Off 180
Project Planning 180
The major planning documents 180
The logs 181
Control checklists 182
Controlling a Project 183
Thinking About What You Need 184
Chapter 3: Working with Microsoft Project 2019 185
Connecting Project 2019 to Project Management 186
Defining "project manager" 187
Identifying what a project manager does 187
Introducing Project 2019 188
Getting to Know You 189
Opening Project 2019 189
Navigating Ribbon tabs and the Ribbon 191
Displaying more tools 194
An Updated Feature: Tell Me What You Want to Do 196
Chapter 4: Surveying Cool Shortcuts in Project 2019 197
Task Information 197
Resource Information 198
Frequently Used Functions 199
Subtasks 200
Quick Selections 200
Fill Down 200
Navigation 200
Hours to Years 201
Timeline Shortcuts 201
Quick Undo and Repeat 202
Book 4: A New Method: Agile Project Management 203
Chapter 1: Applying the Agile Manifesto and Principles 205
Understanding the Agile Manifesto 205
Outlining the Four Values of the Agile Manifesto 208
Value 1: Individuals and interactions over processes and tools 209
Value 2: Working software over comprehensive documentation 210
Value 3: Customer collaboration over contract negotiation 212
Value 4: Responding to change over following a plan 213
Defining the 12 Agile Principles 214
Agile principles of customer satisfaction 216
Agile principles of quality 218
Agile principles of teamwork 220
Agile principles of product development 222
Adding the Platinum Principles 226
Resisting formality 226
Thinking and acting as a team 227
Visualizing rather than writing 228
Seeing Changes as a Result of Agile Values 229
Taking the Agile Litmus Test 230
Chapter 2: Defining the Product Vision and Product Roadmap 233
Agile Planning 234
Progressive elaboration 236
Inspect and adapt 237
Defining the Product Vision 237
Step 1: Developing the product objective 239
Step 2: Creating a draft vision statement 239
Step 3: Validating and revising the vision statement 241
Step 4: Finalizing the vision statement 242
Creating a Product Roadmap 243
Step 1: Identifying product stakeholders 244
Step 2: Establishing product requirements 245
Step 3: Arranging product features 245
Step 4: Estimating efforts and ordering requirements 247
Step 5: Determining high-level time frames 250
Saving your work 250
Completing the Product Backlog 251
Chapter 3: Planning Releases and Sprints 253
Refining Requirements and Estimates 253
What is a user story? 254
Steps to create a user story 256
Breaking down requirements 260
Estimation poker 262
Affinity estimating 265
Release Planning 267
...| Erscheinungsjahr: | 2020 |
|---|---|
| Fachbereich: | Management |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| Inhalt: | 608 S. |
| ISBN-13: | 9781119700265 |
| ISBN-10: | 1119700264 |
| Sprache: | Englisch |
| Einband: | Kartoniert / Broschiert |
| Autor: | Portny, Stanley E |
| Hersteller: | Wiley |
| Maße: | 240 x 193 x 32 mm |
| Von/Mit: | Stanley E Portny |
| Erscheinungsdatum: | 13.10.2020 |
| Gewicht: | 0,815 kg |
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