The Mcgraw-hill 36-hour Project Management

Project management is today's hottest topic, yet fully integrative, timely, and broad-based coverage is difficult to find. The McGraw-Hill 36-Hour Project Management Course synthesizes and organizes current PM knowledge and material from the Project Management Institute and other leading bodies of knowledge into one comprehensive and contemporary resource. Real-life case studies and examples, placed in the context of state-of-the-art applications, make this course book valuable to a wide range of professionals in virtually any industry.

Helen Cooke (Chicago, IL) is a project management veteran with extensive experience in consultation, implementation, and teaching.

Karen Tate (Cincinnati, OH) is the founder and owner of two successful management consulting firms.

1. Project Management

1

(30)

Overview and Goals

1

(1)

What Is Project Management?

1

(10)

Why Make a Distinction between Projects and Operations?

11

(5)

The Relationship of Project Management to Implementing Desired Change

16

(8)

The Value-Added Proposition: Declaring and Revalidating Project Value

24

(1)

Benefits of Adopting Project Management Approaches

25

(1)

Summary

26

(1)

End-of-Chapter Questions

27

(4)

2. Project Management Concepts

31

(30)

Overview and Goals

31

(1)

What Is a Project?

31

(7)

Natural Phases of Projects

38

(4)

Contrasting Project Life Cycle and Product Life Cycle

42

(9)

Types of Projects

51

(2)

How Project Management Is Applied in Different Settings

53

(4)

Summary

57

(1)

End-of-Chapter Questions

57

(4)

3. The Project Management Leader

61

(26)

Overview and Goals

61

(1)

The Project Leader's Integrated Skill Set

62

(1)

Essential Characteristics of the Project Management Leader

63

(9)

Knowledge, Skills, and Abilities of the Project Manager

72

(8)

Other Leadership Roles on Large Projects

80

(3)

Summary

83

(1)

End-of-Chapter Questions

83

(4)

4. The Process of Managing Projects

87

(16)

Overview and Goals

87

(1)

The Basics

88

(4)

How Projects Get Started

92

(5)

The Project's Life Cycle: Project Phases

97

(2)

Summary

99

(1)

End-of-Chapter Questions

100

(3)

5. Planning Concepts

103

(18)

Overview and Goals

103

(1)

Project Planning

103

(8)

Detailed Planning

111

(6)

Plan Approval

117

(1)

Summary

118

(1)

End-of-Chapter Questions

119

(2)

6. High-Level Planning

121

(22)

Overview and Goals

121

(1)

It Is All about Planning

122

(1)

High-Level Planning

122

(5)

Scope and Objectives Planning

127

(7)

Documenting the Plan

134

(4)

Completing Initial High-Level Documentation

138

(1)

Review of the Overall Plan before Detailed Plan Development

139

(2)

Summary

141

(1)

End-of-Chapter Questions

142

(1)

7. Detailed Planning for Execution

143

(22)

Overview and Goals

143

(1)

Creating a Work Plan for Execution

144

(5)

The Go/No-Go Decision

149

(1)

Implementation Detail for Startup

150

(7)

Planning for Team Management

157

(2)

Communications Plan

159

(1)

Planning for Stakeholder Management

160

(2)

Quality Plan

162

(1)

Summary

162

(1)

End-of-Chapter Questions

163

(2)

8. Building and Developing a Team

165

(14)

Overview and Goals

165

(1)

Creating an Environment for Success

166

(1)

The Importance of Communication on Projects

166

(1)

Team Development

167

(1)

Human Resources Management

168

(1)

Creating Teams of Similar and Dissimilar People

168

(2)

Creating a Project Management Culture

170

(4)

Team Building

174

(1)

Establishing Project Management Culture on Virtual Projects

175

(1)

Managing Team Resources

175

(1)

Summary

176

(1)

End-of-Chapter Questions

177

(2)

9. Facilitating Project Execution and Closeout

179

(20)

Overview and Goals

179

(1)

Creating a Success Environment with Processes

180

(1)

Communications

180

(4)

Managing Quality

184

(1)

Managing Cost

185

(2)

Managing Time

187

(1)

Managing Risk

188

(3)

Policy and Standards

191

(1)

Project Integration Management

191

(2)

All Projects Have a Beginning and an End

193

(1)

Turnover of Responsibility for Deliverables

193

(2)

Lessons Learned and Process Improvements

195

(1)

Summary

196

(1)

End-of-Chapter Questions

197

(2)

10. The Context for Project Management

199

(16)

Overview and Goals

199

(1)

Quality Assumptions

200

(4)

The Project Culture: Continuous Learning and Improvement

204

(1)

Project Decisions as an Element of Quality

205

(1)

The Wright Brothers' Project to Create Controlled Flight

206

(5)

Project Managers Do Not Always Get High Visibility

211

(1)

Staying Aligned with the External Environment

212

(1)

Summary

212

(1)

End-of-Chapter Questions

213

(2)

11. Controlling Project Work

215

(16)

Overview and Goals

215

(2)

Project Control and the Triple Constraint

217

(7)

Earned Value as a Means of Control

224

(2)

Project Management Tools

226

(1)

Leveraging Technology

227

(1)

Summary

228

(1)

End-of-Chapter Questions

229

(2)

12. Organizational Project Management Maturity

231

(28)

Overview and Goals

231

(1)

Improving the Project Environment

232

(2)

Definition of Organizational Project Management Maturity

234

(1)

How Process Improvement Applies to Project Management

235

(5)

A Project's Business and Work Context

240

(1)

Leveraging the Organization's Resources

240

(2)

Determining the Organization's Project Management Maturity

242

(4)

Technology to Enhance Organizational Project Management Maturity

246

(3)

The Project Management Office or Program Management Office (PMO)

249

(5)

Standard Processes to Improve Project Management

254

(1)

Standard Metrics

255

(1)

Summary

256

(1)

End-of-Chapter Questions

256

(3)

13. Conclusion

259

(8)

Key Concepts to Remember

262

(1)

Advancing Both the Project and the Profession

263

(1)

End-of-Chapter Questions

264

(3)

Appendix A: Process Model

267

(8)

Appendix B: Templates

275

(22)

Appendix C: Organizational Assessment

297

(6)

Appendix D: Case Study

303

(6)

Appendix E: Deliverables' Life Cycles

309

(4)

Notes

313

(6)

Answer Key to End-of-Chapter Questions

319

(4)

Index

323

Final Examination

E-1

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The Mcgraw-hill 36-hour Project Management Course

Summary

Author Biography

Table of Contents

Supplemental Materials