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CHAPTER 1 What Is Project Management
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These questions will do more than test your basic knowledge of project management. They will help you assess yourself as a project manager. Is project management right for you  Do you prefer routine predictable work Or do you like situations where the work and the people are new  When you are asked to do something, but not given enough time or the right tools for the job, how do you feel How do you address the imbalance between empowerment and responsibility  In your own words, explain the value of having a written plan for work to be done. Also mention any disadvantages that you see.  Assess yourself. How good are you at creating and using to-do lists and checklists  Think of a project of which you were a part. Look at each person involved. Who was the project manager The sponsor The lead The customer Who was in other roles  On that project, were the roles de ned and coordinated clearly If yes, what happened If not, then what happened  Review your project for learning. Is it the best project you can use to learn to be a good project manager Do you want to pick another project Do you want to make any changes to the project you are planning to use
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CHAPTER
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Over the last ten years I have examined business practices, trying to nd the most e ective tools for success. Believe me, there are a lot of di erent methods out there. But it seems that business is like chemistry. In chemistry, the millions of molecules that make up all the matter we know are built from about a hundred basic building blocks called atoms. More and more, I see that just about a dozen basic ideas, applied over and over at the right time and place, can build all the methods and techniques of project management. Many of these basic elements are more of an attitude than a technique. Attitudes of understanding problems before we try to x them, of following through, of being practical, of getting work done and delivering it, of working well together, and of doing good work are at the heart of project management. If some of these ideas seem a bit vague now, do not worry. You will learn to apply them in future chapters. After you do, come back and re-read this chapter to review these basic elements. It is the same as in chemistry. At rst, it is hard to believe that one atom, oxygen, can be part of air, and also of water, and also of rust. But when you understand how atoms make molecules, you see oxygen in all these places, and get to understand it better. Just
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CHAPTER 2 Tools to Use Over and Over
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so, after seeing how these basic building blocks are used throughout projects, you will understand these basic approaches for yourself, and invent new, e ective ways of using them.
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I have organized these practical approaches into four categories: planning and communicating, organizing work over time, getting work done, and solving problems as a team.  Planning and communicating  The 1:10:100 rule the importance of planning  Planning in writing  Putting the job in front of your team  Organizing work over time  Iteration: Repeating yourself over and over  Tasks and deliverables  Being clear and coming to agreement  Inclusions and exclusions  Bending without breaking  Getting work done  Prepare, do, follow through  Picture, plan, create, improve, test, x, and deliver  Solving problems as a team  The no-blame environment  Gap analysis  Gap reconciliation  Questions for learning
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