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I hope you will nd this book to be an opportunity to learn, to think, to create your own solutions, to improve the way you work. Whether you are a novice project manager or a more experienced one, Project Management Demysti ed o ers excellent tools to help you succeed.
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FOR THE NOVICE READER
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If you are taking an introductory course in project management, or you have managed three or fewer projects, I suggest you read this book in order through Parts One and Two, and learn the tools, Part Three, as you need them. Particularly, if you are doing a project for class, or at work, or in your own time use the tools and templates in this book to plan the project well and keep it on track.
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PREFACE FOR THE MORE EXPERIENCED PROJECT MANAGER
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If you have managed a number of projects, read several books on PM, and perhaps already have your PMP certi cation, there is still a lot of value here for you in Project Management Demysti ed. I suggest that you review Parts One and Two. Pay particular attention to s 2 and 3, and also the detailed tools in every chapter. Then evaluate your own tools, and the areas where you nd managing a project challenging. Pick the tools you need most from Part Three. If you have trouble keeping your boss posted on project status, then check out the Green, Yellow, Red status report technique. If you have trouble creating e ective work plans and time estimates, then take a look at work breakdown structuring and time estimation. Pick one, two, or three next steps, and use the new tools on your next project.
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If you want to put together a strong team for a high-pro le project, you might do well to buy a copy of this book for each member of your team. No, that is not just a plug to sell more copies. Project management should not be a mystery to project team members demystify it for them. Otherwise, they will think that they do all the work, and the manager just sits around pushing papers. Team members who understand project management can help a project succeed in these ways:  By being self-managed. A team member who plans work and delivers high-quality results on time keeps the project moving. If every team member does that, the project succeeds.  By delivering accurate status reports. A team member who evaluates how the work is going and states clearly what is done and what is not done every week without being asked reduces project management costs. If every team member does this, the weekly meetings can look ahead to improving quality or making the next steps easier.  By contributing to brainstorming sessions. When all team members understand how to contribute to a brainstorming session, this builds a highly creative team that adds value to the project and creates an exciting work environment. People on projects like this often see them as peak experiences in their professional lives.
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By leading a team within the project. Groups within the project team as small as two to four people working together with a good team leader produce excellent results for a project.
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If you teach project management in a classroom setting, then Project Management Demysti ed is likely to be an excellent primary or secondary text for a one-semester class. It can serve as the primary text if the class is focused on learning PM basics and completing projects successfully. For more advanced classes Project Management Demysti ed would be a practical supplement to a more theoretical primary text.
The Parts of Project Management Demysti ed
Project Management Demysti ed is divided into three parts for easy learning. Part One introduces the eld of project management in four chapters. It is an in-depth introduction for the novice reader. The value of Part One for the experienced reader lies mostly in s 2 and 3. In 2 the reader will nd fundamental ideas that might be new. Application of these ideas to existing tools often has the e ect of making them work. 3 evaluates why projects fail, and shows the six most important things a project manager should be able to do well to ensure success. 4 introduces the optimal project and product life cycle, the System Development Life Cycle, laying out the stages or phases of a project. Part Two provides an in-depth, detailed chapter on the work and deliverable results of each stage. Most project management systems settle for four simple stages. In contrast, Project Management Demysti ed o ers six stages. Adding a concept stage at the beginning of a project helps protect companies from losing lots of money by turning bad ideas into expensive project failures. Adding the transition to production stage allows the project team to prepare for and concentrate on the crucial moment of delivering the project to the customer. A lot of people call this the storm period on a project, and creating a storm in a customer s department does not make a project manager particularly popular. But if the customers know there will be challenges, and we lead them through those challenges to a better way of working, then we are very much appreciated. This chapter is key in helping project managers exceed customer expectations and deliver recognized success. Part Three provides practical tools that take you step-by-step through the most essential project management processes, including estimation, work breakdown structuring, and managing a team to success.
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