SUCCEEDING IN THE PROJECT MANAGEMENT JUNGLE HOW TO MANAGE THE PEOPLE SIDE OF PROJECT DOUG RUSSELL
Publication details: AMACOM NEW YORK 2011Description: X, 262 P. PAPERISBN:- 978081441615
- 658.404
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | Item holds | |
|---|---|---|---|---|---|---|---|---|
Book
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Main Library | PROJECT MA | 658.404/ RUS/ 23673 (Browse shelf(Opens below)) | Available | 11123673 |
Contents
Acknowledgments
Introduction
PART I:The Project Management Jungle
Chapter 1: Welcome to the Project Management Jungle
Escape Is Possible from the Project Management Jungle
What Creates the Project Management Jungle?
TACTILE Management™ Defined
Succeeding in the Project Management Jungle
PART II:The Foundation of TACTILE Management
Chapter 2: The Seven Characteristics of Successful Projects
Transparency
Accountability
Communication
Trust
Integrity
Leadership That Drives Needed Change
Execution Results
PART III: Mastering the Expectations of Key Stakeholders
Chapter 3: Expectations Management
High-Level Stakeholder Expectations
Case Study: The R.101 Project
Traditional Project Constraints with Stakeholder Expectations
Triple Expectations Pyramid
Putting It All Together
Chapter 4: The Triple Expectations Pyramid and Your Customer
Customer Expectations: Scope
Customer Expectations: Cost
Customer Expectations: Schedule
Chapter 5: The Triple Expectations Pyramid and Your Management
Two Toxic Management Styles
Your Management’s Expectations: Scope
Your Management’s Expectations: Schedule
Your Management’s Expectations: Cost
Chapter 6: The Triple Expectations Pyramid and Your Team
Your Team’s Expectations: Scope
Your Team’s Expectations: Schedule
Your Team’s Expectations: Cost
Using the Triple Expectations Pyramid
PART IV:Avoiding Pitfalls in the Five KeyAreas of a Project
Chapter 7: Initiating
PM Assignment
Project Charter
Project Scope
Preplanning the Plan
Avoiding Toxic Management in Initiation
Case Study: The Path Less Taken
Chapter 8: Planning
Creating the Initial (Baseline) Plan
Historical Planning Approaches
TACTILE Planning Approach
Project Management Plan Basics: Scope, Time, Cost, and Risk
Management
Finishing the Plan: Quality Assurance, Human Resources,
Communication, Procurement, and Integration Management
Discovering and Addressing Needed Information Until Approval
Flexibly Looking Ahead
Avoiding Toxic Management in Planning
Case Study: The Path Less Taken
Chapter 9: Executing
Executing to the Plan
TACTILE Execution Approach
Meetings
Controlling Change Control
Selling New Baselines
Learning How to Win
Case Study: The Path Less Taken
Chapter 10: Monitoring, Controlling, and Reporting
Monitoring
(Don’t Even Try To) Control
Reporting
Case Study: The Path Less Taken
Chapter 11: Closing
Properly Close All Project Activities
Capture Data for Organizational Learning
Ensure Personal Growth
Case Study: The Path Less Taken
PARTV: LivingWell in the Project Management Jungle
Chapter 12: “From Chaos comes Creativity, from Order Comes Profit”
Bibliography
Index
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Introducing Tactile Management[trademark], a people-centric system that works in conjunction with an organization's existing processes. This book shows readers how to make the most of their people ...and ensure project success.
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