Project Planning, Scheduling, and Control: The Ultimate Hands-On Guide to Bringing Projects in On Time and On Budget , Fifth Edition : The Ultimate Hands-On Guide to Bringing Projects in On Time and On Budget

All you need to execute a project perfectly A new edition of the classic project management book is here, revised and updated with even more guidelines and real-world examples. This expanded fifth edition provides an applications-oriented understanding of the issues you must confront and important tips for passing the Project Management Professional exam. The standard guidebook in the Project Management field for over 20 years Project Planning Scheduling and Control now offers more strategies for dealing effectively with team members, clients, senior managers and other key stakeholders and is the perfect prescription for project success. NEW TO THIS EDITION: Chapters on Full-spectrum Project Management and how to manage a virtual project team Managing and facilitating project meetings Techniques for dealing with contractors Guidelines for setting up a project office Contents 8 Preface 16 Section One: Introduction To Project Management 22 Chapter 1 An Introduction to Project Management 24 What Is a Project? 26 What Is Project Management? 28 How Do You Define Success? 55 The Project Management System 58 Project Management and and ISO 9000 68 Project Management and Six Sigma 68 The Lewis Method of Managing Projects 70 In Summary 76 Chapter 2 The Project Management Institute and the PMBOK[sup(®)] GUIDE 78 Processes versus Knowledge Areas 79 Knowledge Areas 80 In Summary 84 Chapter 3 The Role of the Project Manager 86 It's All About People 87 Do You Really Want to Manage 94 Making Your Career Decision 104 Chapter 4 How to Achieve High-Performance Project ManagementTM 106 The High-Performance Project Management Model 106 The Need for a New Approach 111 Stages of Development 120 Chapter 5 Whole-Brain[sup(®)] Project Management 128 Thinking Styles 129 Work Motivation and the HBDI[sup(®)] Profile 142 Team Dynamics 151 The Balanced Scorecard 156 Creativity and Profiles 158 In Summary 158 Section Two: Project Definition 160 Chapter 6 Headless-Chicken Projects and How to Prevent Them 162 The Cold, Hard Facts 163 The Causes 165 Mission and Vision 174 Problems, Problems 182 Defining Closed-Ended Problems 186 Defining Opened-Ended Problems 197 The Fallacy of Project Management Assumptions 205 Section Three: Project Planning 208 Chapter 7 Developing Project Strategy 210 What Is Strategy? 211 Generating and Choosing the Correct Strategy 216 Putting It All Together 235 Chapter 8 Implementation Planning 238 Mistakes in Planning 242 Developing the Work Breakdown Structure 251 Estimating Time, Cost, and Resource Requirements 272 Clarifying Roles and Responsibilities 284 Gaining Commitment from Resource Providers 284 Developing the Project Budget 286 Chapter 9 Project Scheduling 290 The Basics of Scheduling 291 Software Capabilities 297 Resource Allocation 304 Conclusion 316 Chapter 10 Managing Project Communications 318 Communications Management Processes 319 Chapter 11 Managing Risks 332 The Risk Management Process 335 Risk Quantification 338 Conclusion 348 Section Four: Execution and Control 350 Chapter 12 Project Control 352 Measuring Progress 352 The Pitfalls of Reporting Schedule Only 358 Tracking Progress Using Earned Value Analysis 362 Responding to Deviations 368 Using Graphs to Track Progress and Forecast Trends 372 Using Spreadsheets to Track Progress 389 Alternatives to Earned Value 395 Project Change Control 400 Chapter 13 Conducting Project Reviews 404 Reviews 406 Displaying Progress 408 Process Reviews 411 Conducting Process or Lessons-Learned Reviews 415 The Process Review Report 419 Design Reviews 422 Section Five: Other Issues in Project Management 424 Chapter 14 Improving Project Processes 426 Identifying Processes 430 Principles of Process Improvement 432 Operational Definitions of Problems 438 Chapter 15 Managing and Facilitating Meetings 446 Meeting Management Guidelines 447 Marathon Meetings 450 Important Roles in Meetings 451 Some Guidelines for Project Meetings 460 More Pointers for Status Meetings 461 In Summary 461 Chapter 16 Closing Out the Project 464 Administrative Closure 465 The Final Lessons-Learned Review 466 Personnel Issues in Project Closing 467 Chapter 17 Managing Multiple Projects 470 Project, Task, Priority? 473 Personal Effectiveness 474 Chapter 18 Improving Your Effectiveness 478 The Psychology of Achievement 480 The Laws that Govern Our Lives 481 Self-Concept 485 Programming Your Mind for Success 489 Behave As-If 490 Mental Rehearsal 491 Affirmations and Goals 492 Relax 493 Autogenic Conditioning 494 A Word of Caution 494 Chapter 19 Working with Senior Managers 498 Helping Your Manager Meet His Needs 500 Educating Managers about Project Management 503 Applying the HBDIApplying the HBDI[sup(©)] Profile to Working with Senior Managers 505 Making Presentations to Executives 507 Understanding Your Manager's Point of View 508 Find a Mentor 509 Final Suggestion 510 Chapter 20 Dealing More Effectively with People 512 Working with Your Project Team 513 Motivation 518 Negotiating and Influencing 520 Dealing with Politics 521 Skill Building 523 Chapter 21 Trends in Project Management 526 Virtual Project Teams 526 Technology: For Better or Worse 531 Appendix: Schedule Computations 536 Network Rules 537 Basic Scheduling Computations 537 Calculations for an AOA Network 546 Constrained End Date Scheduling 548 Reducing Activity Durations 552 Converting Arrow Diagrams to Bar Charts 553 Limitations of the Critical Path Method 556 Glossary 560 A 560 B 560 C 560 D 561 E 561 F 562 G 562 H 562 I 562 L 562 M 563 N 563 P 563 Q 564 R 564 S 564 T 564 W 564 Resources for Project Managers 566 References and Reading List 568 Index 578 A 578 B 578 C 579 D 580 E 581 F 581 G 582 H 582 I 583 J 583 K 583 L 584 M 584 N 585 O 585 P 586 Q 589 R 589 S 589 T 590 U 591 V 591 W 591 X 591 Y 591 Z 591 0071746528,9780071746526 McGraw-Hill 2010 Machine generated contents note: Chapter 1. What Is Project Management?; Chapter 2. The Project Management Institute and the PMBOK; Chapter 3. The Role of A Project Manager; Chapter 4. How to Achieve High-Performance Project Management; Chapter 5. Whole Brain Project Management; Chapter 6. Headless-Chicken Projects and How to Prevent Them; Chapter 7. Developing Project Strategy; Chapter 8. Implementation Planning; Chapter 9. Project Scheduling; Chapter 10. Managing Project Communications; Chapter 11. Managing Risks; Chapter 12. Project Control; Chapter 13. Conducting Product Reviews; Chapter 14. Improving Project Processes; Chapter 15. Closing Out the Project; Chapter 16. Managing Multiple Projects; Chapter 17. Improving Your Effectiveness; Chapter 18. Schedule Computations. Retaining and even building on its state-of-the-art approaches for whole-project management, this all new fifth edition of Project Planning, Scheduling & Control teaches you the principles necessary to solve a wide variety of project-related difficulties. It is the complete guidebook for professionals looking to enhance their knowledge and insight and advance their careers. By using Dr. Lewis's project management strategies, you will be able to meet ISO performance criteria, achieve top performance, and hit specified project goals--every time. --Book Jacket Thoroughly updated to encompass the tremendous technological and workplace changes of the recent past, the fifth edition of this classic resource builds on its reputation by offering even more advice, tactics, and features. Loaded with detailed illustrations and graphics to illuminate key points, this jargon-free, application-oriented project management blueprint reveals easy-to-follow guidelines for developing a workable project methodology, maintaining control of multiple simultaneous projects, and other vital topics For more than 20 years Jim Lewis's Project Planning, Scheduling & Control has been the standard guidebook that businesses of all sizes have turned to for achieving real-world project management success. Renowned for its practical approach to the technical and managerial aspects of day-to-day project management situations, this step-by-step guidebook is your cornerstone to guiding projects to their successful conclusion