Apress

Lessons in Project Management

By Jeff Mochal

Lessons in Project Management Cover Image

Through the practical advice and lessons presented in this insightful guide, you'll gain valuable insight into the project management mind-set, to resolve real-world project situations and become more effective in your job.

Full Description

  • ISBN13: 978-1-59059-127-7
  • 240 Pages
  • User Level: Beginner to Advanced
  • Publication Date: August 20, 2003
  • Available eBook Formats: PDF
  • Print Book Price: $39.99
  • eBook Price: $27.99
Buy eBook Buy Print Book Add to Wishlist

Related Titles

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 does not assume 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 accessible, easy-to-read case studies in real-world project management challenges. Each presentation of the problem is followed by an examination of the solution, written in easy-to-understand language.

The format allows you to relate better 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 that appear in multiple stories and you'll start to develop some empathy and interest for their struggle.

Table of Contents

Table of Contents

  1. Understand the Characteristics of a Project
  2. Make Sure You Always Have an Identified and Committed Sponsor and Client Organization
  3. Report Status on All Projects (There Are Many Alternatives to the Format and Delivery)
  4. Focus on Deadline Dates First When Managing a Project
  5. Apply Some Level of Project Management Discipline— Even on Small Projects
  6. Define and Plan the Work First to Ensure Better Project Execution
  7. Don’t “Microbuild” or Micromanage the Workplan
  8. Manage Documents Properly to Avoid Confusion and Mix-Ups
  9. Define the Many Aspects of What Is in Scope and out of Scope
  10. Use the “Big Three” Documents—Project Definition, Project Workplan, and Requirements—As the Foundation for Your Project
  11. Use Scope Change Management to Allow the Sponsor to Make the Final Decision (Many Times the Sponsor Will Say “No”)
  12. Collect Metrics to Evaluate How Well You (and Your Project) Are Performing
  13. Save Knowledge for Future Projects, Leverage Knowledge from Prior Projects
  14. Ensure Issues Management Is Everyone’s Responsibility
  15. Shorten Long Meetings to Sharpen the Focus
  16. Identify the Root Cause of Problems, Especially If They Are Reoccurring
  17. Use Quality Assurance Techniques to Validate the Status of a Project
  18. Cancel Projects That Lose Business Support, Relevance, and Focus
  19. Use Risk Management to Respond to Problems Before They Occur
  20. Focus Your Quality Management on Processes, Not People
  21. Don’t Use Your Estimating Contingency for Scope Changes
  22. Develop a Communication Plan to Address Complex Communication Requirements
  23. Scale Your Project Management Processes Based on the Size of the Project
  24. Define and Plan the Project, Even If You Have to Start the Work at the Same Time
  25. Understand the Critical Path on Your Project and How This Path Drives the Deadline Date
  26. Change the Underlying Assumptions to Revise a Well-Prepared Estimate
  27. Don’t Shortchange Face-to-Face Communication on Your Project
  28. Make Sure Quality Is a Mindset and an Ongoing Process on Your Project
  29. Batch Small Scope Change Requests Together for Sponsor Approval
  30. Define the Overall Project Approach Before Building the Detailed Workplan
  31. Look for Risks Inherent to Your Project Before You Begin
  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 One or More Formal Techniques to Estimate Project Work Effort
  35. Keep Your Workplan Up to Date Throughout the Project
  36. Use Issues Management to Help 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. Gain a Common Understanding First to Effectively Manage Client Expectations
  40. Use Milestones in the Workplan to Track Overall Progress
  41. Establish Processes to Catch Errors As Early in the Project As Possible
  42. Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Changes
  43. Be Proactive in Applying Techniques to Accelerate the Project Schedule
  44. Use the Work Breakdown Structure Technique to Identify All the Work Required for a Project
  45. Write Your Status Reports with the Readers’ Interest in Mind
  46. Update Your Risk Plan Periodically Throughout the Project
  47. Don’t Practice Goldplating—Delivering More Than the Client Requested
  48. Make Sure One Person Is Responsible for Each Activity in the Workplan
  49. Focus on Your Deadline Date to Keep Your Project from Wandering
  50. Collect Metrics, but Gain Agreement on Their Significance Ahead of Time
Source Code/Downloads

Downloads are available to accompany this book.

Your operating system can likely extract zipped downloads automatically, but you may require software such as WinZip for PC, or StuffIt on a Mac.

Errata

If you think that you've found an error in this book, please let us know about it. You will find any confirmed erratum below, so you can check if your concern has already been addressed.

* Required Fields

No errata are currently published