Practical Project Management – Tips, Tactics and Tools

Acknowledgments.
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<br /> Preface.
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<br /> 1. Setting Up the Project Management Operation.
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<br /> 1.1 About Projects and Project Management.
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<br /> 1.2 Organizing for Project Management.
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<br /> 1.3 Does Your Company Need a CPO?
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<br /> 1.4 Implementing a Computer–based Project Management Capability.
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<br /> 2. Getting Started.
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<br /> 2.1 Project Initiation Techniques.
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<br /> 2.2 Do You Weebis? Clarifying WBS, OBS, and RBS.
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<br /> 2.3 Project Life Cycles.
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<br /> 3. Scheduling.
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<br /> 3.1 Critical Path Scheduling.
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<br /> 3.2 Critical Path, Critical Chain, and Uncertainty: Exploring Concepts of Shared Contingency.
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<br /> 3.3 Estimating Task Durations.
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<br /> 3.4 How Important Are Schedules and Time Compression?
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<br /> 3.5 Practical Scheduling.
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<br /> 4. Resource and Workforce Management.
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<br /> 4.1 An Overview of the Different Elements of Resource Management.
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<br /> 4.2 Role–based Needs for Managing Resources in a Project–driven Organization.
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<br /> 4.3 Resource Leveling and Games of Chance.
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<br /> 4.4 Practical Resource Scheduling.
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<br /> 5. Budgeting and Cost Control.
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<br /> 5.1 Concepts and Issues of Project Budgeting and Cost Control.
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<br /> 5.2 Software Support for Cost Management.
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<br /> 6. Risk Management and Contingency.
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<br /> 6.1 Using and Managing Contingency.
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<br /> 6.2 Risk Management for the Sigmaphobic: Managing Schedule, Cost, and Technical Risk and Contingency.
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<br /> 6.3 Some Computer–based Approaches to Schedule Risk Analysis.
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<br /> 7. Maintaining the Plan.
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<br /> 7.1 Change Control and Scope Management.
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<br /> 7.2 Real–time Status versus Period Data.
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<br /> 7.3 Automatic Project Management: A Classic Oxymoron.
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<br /> 8. Performance Measurement.
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<br /> 8.1 Measuring the Value of Work Accomplishment.
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<br /> 9. Project Portfolio Management.
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<br /> 9.1 Defining and Implementing Project Portfolio Management.
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<br /> 9.2 Bridging the Gap between Operations Management and Projects Management: The Important Role of Project Portfolio Management.
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<br /> 9.3 Project Selection and Risk: Risk Management Is an Essential Part of Project Portfolio Management.
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<br /> 10. Project Management, Enterprise Project Management, and Enterprise Resource Planning.
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<br /> 10.1 The Search for Automated, Integrated, Enterprise–wide Project Management: Minnesota Smith and the Temple of Unrealized Dreams.
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<br /> 10.2 Integrating PM and ERP.
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<br /> 11. Project Management and Professional Services Automation.
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<br /> 11.1 Defining the PSA Market.
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<br /> 11.2 Building PSA Solutions.
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<br /> 12. Tools of the Trade.
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<br /> 12.1 A Simplified and Balanced Approach to PM Software Selection.
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<br /> 12.2 New Names for Old Games: Rebadging Sound and Proven PM Concepts.
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<br /> 12.3 The e Revolution: Collaboration Services, B2B, Gateways.
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<br /> 13. Making Project Management Work.
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<br /> 13.1 Implementing Project Management: Commitment and Training Ensure Success.
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<br /> 13.2 Making Project Communication Work: Everything You Need to Know about Project Communication.
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<br /> 13.3 Why Project Management Implementation Programs Fail.
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<br /> 13.4 Teams, Task Forces, and Bureaucrats.
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<br /> 13.5 The Psychological Contract: How to Stimulate Initiative and Innovation in Any Organization.
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<br /> 13.6 Shared Rewards.
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<br /> Index.