Lessons in Project Management

2nd Edition

By Thomas Mochal , Jeff Mochal

Lessons in Project Management Cover Image

Praised for their entertaining and informative style, Thomas and Jeff Mochal have revised this highly-regarded case study approach to project management in Lessons in Project Management, Second Edition.

Full Description

  • ISBN13: 978-1-4302-3834-8
  • 236 Pages
  • User Level: Beginner to Advanced
  • Publication Date: September 11, 2011
  • Available eBook Formats: EPUB, MOBI, PDF
  • Print Book Price: $44.99
  • eBook Price: $31.99
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Full Description

Most of the project management books on the market are basically textbooks. They are dry to begin with, and don't focus on the practical advice that most people need to run their projects. Lessons in Project Management, Second Edition does not assume that you are a project manager building a nuclear reactor or sending a man to the moon. Instead, it focuses on the millions of people who manage normal, medium-to-large projects on an ongoing basis.
Each case study in Lessons in Project Management contains an accessible, easy-to-read analysis of the challenges of real-world project management. Each problem is presented, then followed by an examination of the solution, written in easy-to-understand language.

The format allows you to more easily relate to the book, since it brings into play a project scenario with practical project management lessons to be learned. You'll also recognize recurring characters who appear in multiple stories, and you'll start to develop some empathy for and interest in their struggles.

What you’ll learn

  • How to understand a problem
  • How to use the authors' ten-step approach to project management
  • How to resolve a given problem with methods appropriate to the size of the project
  • About underpromising and underdelivering
  • Tips on managing projects, such as developing rapport with project managers and team members

Who this book is for

No prior project management experience is assumed. This book is for the millions of people who manage projects, regardless of size. This book is quite helpful for managers in the middle of a project who may be experiencing problems.

Table of Contents

Table of Contents

  1. Understand the Characteristics of a Project 
  2. Always Have an Identified and Committed Sponsor
  3. Report Status on All Projects 
  4. Focus on Deadline Dates 
  5. Apply Some Level of Project Management Discipline
  6. Define and Plan the Work
  7. Don’t “Microbuild” or Micromanage the Workplan 
  8. Hire a Diverse Project Team
  9. Define the Many Aspects of What Is In Scope and Out of Scope 
  10. Use the “Big Three” Documents
  11. Use Scope Change Management
  12. Collect Metrics
  13. Give Performance Feedback Routinely
  14. Ensure Issues Management Is Everyone’s Responsibility 
  15. Shorten Long Meetings to Sharpen the Focus 
  16. Identify the Root Cause of Problems
  17. Use Quality Assurance Techniques to Validate Project Status
  18. Cancel Projects That Lose Business Support 
  19. Use Risk Management to Respond to Discover Potential Problems
  20. Focus Your Quality Management on Processes, Not People 
  21. Don’t Use Your Estimating Contingency for Scope Changes 
  22. Develop a Communication Plan for Complex Projects 
  23. Scale Your Processes Based on Project Size 
  24. Plan the Project Even If You Start the Work at the Same Time 
  25. Identify the Critical Path and How This Path Drives the Deadline Date 
  26. Change Assumptions to Revise an Estimate 
  27. Don’t Forget Face-to-Face Communication on Your Project 
  28. Make Quality a Mindset and Ongoing Process 
  29. Batch Small Scope Change Requests for Sponsor Approval 
  30. Manage Your Vendor Projects Proactively
  31. Look for Risks Inherent to Your Project 
  32. Get Sponsor Approval Before Investigating Large Scope Change Requests
  33. Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value  
  34. Use Multiple Estimating Techniques 
  35. Keep Your Schedule Up to Date 
  36. Use Issues Management to Choose the Best of Bad Alternatives 
  37. Collect Metrics That Can Lead to Fundamental Improvements 
  38. Evaluate All Risk Response Options in the Risk Plan 
  39. Manage Client Expectations 
  40. Use Milestones to Track Overall Progress 
  41. Catch Errors As Early as Possible 
  42. Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviations 
  43. Be Proactive to Accelerate the Project Schedule 
  44. Use the Work Breakdown Structure to Identify All the Work
  45. Write Your Status Reports From the Readers’ Perspective 
  46. Update Your Risk Plan Throughout the Project 
  47. Don’t Deliver More Than the Client Requested 
  48. Make One Person Responsible for Each Activity
  49. Focus on Deadlines to Keep Your Project from Wandering 
  50. Gain Agreement on Project Metrics Ahead of Time

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