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CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4
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Hello, Project Management
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What Is Project Management Tools to Use Over and Over Six Keys to Project Success The Project and Project Life Cycles
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PART TWO
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CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8
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A Project, Start to Finish
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Concept: A Good Idea can be a Bad Project Analysis: What Does the Customer Want
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Design: What Are We Making How Will We Do It 163 Development: Keeping on Track and Managing Change 180
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CONTENTS
CHAPTER 9 Transition to Production: The Storm Period 206
PART THREE
CHAPTER 10 CHAPTER 11 CHAPTER 12 CHAPTER 13
Skills and Tools
Planning and Estimation Tools Managing Risk and Change Managing Your Team Project Quality Management Glossary Resources for Learning Index
247 275 291 309 327 331 333
PREFACE
Welcome to an unusual way of looking at the world called project management. Project management is all about success. Successful projects deliver value on time and under budget. Value is anything that bene ts the company or the person that receives it. The problem is that many projects do not succeed. Some fail altogether, costing time and money and delivering, well, absolutely nothing. Others come in very late or way over budget. Others solve the wrong problem, delivering a lot less value than expected. Project management is the application of all the tools, techniques, and methods people have come up with to try to deliver success on unique, one-time e orts. These skills include managing time, money, and teams of people to deliver successful results, and a whole lot more. There are a few reasons why project management (PM) is really interesting to me:  I like to succeed.  I like to do new and di erent things, that is, projects, rather than routine work.  I do not like to reinvent the wheel. I like best practices. I have worked for ten years to nd the best ways anyone has ever found for doing projects, and now I am sharing them with you. Some of these techniques are over 100 years old, some are less than ve. But they are all tried and true. They work. We save time by learning from the best.  When we learn PM we learn processes that work. This focus on process is why I say that PM is an unusual way of looking at the world. When we are in school we learn lots of things, but do we ever have a course that focuses on how to learn Did you ever see a syllabus with topics like how to understand, how to think, how to write a paper In the same way, in the world of business we are asked to succeed in many things. But how often does our boss sit down with us and say, Here s how to succeed. Here s how to work together, do good work, and deliver what the company needs
Copyright 2004 by The McGraw-Hill Companies, Inc. Click here for terms of use.
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PREFACE
Whether you are in a project management class in school or you are picking this book up to learn on your own, you are in for an exciting time, and an enriching one. If you are new to project management, then Project Management Demysti ed will take you from the very beginning through your rst successful project. If you are already an experienced project manager, then what has your experience been If you have really consistent success, then you are ready to grow more, and take on bigger projects. If you have had hassles and challenges, if delivering high-quality results on time and under budget has not always been easy, if your customers are not happy with you, then Project Management Demysti ed can help. I aimed to make it the most practical book I could, with real-world tools and tips. Take a look at topics that might be new to you, or project knowledge areas that have been di cult to implement, and I am sure you will nd some new tools, tips, and clari cations that will make it easier for you to succeed. The Project Management Institute (PMI) o ers a valuable professional quali cation: certi cation as a Project Management Professional (PMP). You can learn more about the PMI on the internet at www.PMI.org. If you join the PMI, you can download A Guide to the Project Management Body of Knowledge, usually called the PMBOK 2000 guide. It contains much useful information. The PMI web site explains all the criteria for receiving and maintaining certi cation, including hours of training and hours of experience required. Local PMI chapters o er training classes.
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