Project Management Practitioner's Handbook by Ralph L. Kleim and Irwin S. Ludin AMACOM Books ISBN: 0814403964 Pub Date: 01/01/98 Search this book: Search Tips Advanced Search Preface Part I—An Overview of Projects and Their Effective and Successful Management Chapter 1—Project Management in Today’s World of Business Project Management Defined Classical vs. Behavioral Approaches to Managing Projects The Project Cycle and Tts Phases Project Success or Failure Chapter 2—A Wedding in Naples: Background Information on Our Case Study Organizational Structure General Nature of the Business An Opportunity Arises The Initial Process Selection of the Project Manager Questions for Getting Started Chapter 3—The Qualities of Good Leadership What Leaders Do When Leadership Falters or Is Missing Are Leaders Born or Made? Part II—The Basic Functions of Project Management Chapter 4—The Vision Statement and Motivating for Project Success Providing the Project Vision Communicating the Vision Keeping People Pocused on the Vision Facilitating and Expediting Performance Motivation to Participate Team Building Team Diversity The Project Manager as a Motivator Questions for Getting Started Chapter 5—The Statement of Work and the Project Announcement The Statement of Work Introduction Scope Assumptions Constraints Performance Criteria Product/Service Description Major Responsibilities References Amendments Signatures The Project Announcement Questions for Getting Started Chapter 6—The Work Breakdown Structure Questions for Getting Started Chapter 7—Techniques for Estimating Work Times The Benefits and Challenges of Estimating Work Times Types of Estimating Techniques Factors to Consider in Drawing Up Estimates Chapter 8—Schedule Development and the Network Diagram What Scheduling Is Task Dependencies and Date Scheduling Perry’s Scheduling Method The Float Other Types of Network Diagrams The Schedule as a Road Map Chapter 9—Resource Allocation—Aligning People and Other Resources With Tasks 1. Identify the Tasks Involved 2. Assign Resources to Those Tasks 3. Build a Resource Profile 4. Adjust the Schedule or Pursue Alternatives How Perry Levels the Load Consultants and Outsources Summing Up Resource Allocation Chapter 10—Team Organization Ten Prerequisites for Effective Organization Types of Organizational Structure Virtual Teams SWAT Teams Self-Directed Work Teams Chapter 11—Budget Development and Cost Calculation Different Kinds of Costs Direct vs. Indirect Costs Recurring vs. Nonrecurring Costs Fixed vs. Variable Costs Burdened vs. Nonburdened Labor Rates Regular vs. Overtime Labor Rates How to Calculate Costs What Happens If Cost Estimates Are Too High? The key: Identifying and Managing Costs Questions for Getting Started Chapter 12—Risk Management Managing Risk: A Four-Step Process Exposure Categories of risk Key Concepts in Risk Management Ways to Handle Risk Risk Reporting The Key: Risk Management, Not Elimination Chapter 13—Project Documentation: Procedures, Forms, Memos, and Such Procedures Flowcharts Forms Reports Memos Newsletters History files Project Manual The Project Library Determining the Paper Trail’s Length Chapter 14—Team Dynamics and Successful Interactions Set Up the Project Office Conduct Meetings Give Effective Presentations Apply Interpersonal Skills Being an Active Listener Reading People Deal With Conflict Effectively Getting Teamwork to Work Questions for Getting Started Chapter 15—Performance Assessment: Tracking and Monitoring Collect Status Data Methods of Collection Data Validity and Reliability Assess Status Determining Variance Earned Value Making Performance Assessment Count Questions for Getting Started Chapter 16—Quality Assessment: Metrics Introduction to Metrics The Collection and Analysis of Data The Results of Data Analysis Summing Up Quality Assessment Chapter 17—Managing Changes to the Project Managing Change Replanning Contingency Planning Summing Up Change Management Chapter 18—Project Closure Learning From Past Experience Releasing People and Equipment Recognizing and Rewarding People Some Guidelines for Future Projects Questions for Getting Started Part III—Project Management Enhancement Chapter 19—Automated Project Management Personal Computing Systems Distributed Integrated System Telecommuting Mobile Computing Groupware Computing Web Technology Videoconferencing Project Automation: Recognizing the Limitations Questions for Getting Started Appendix A Glossary References Index Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. Project Management Practitioner's Handbook by Ralph L. Kleim and Irwin S. Ludin AMACOM Books ISBN: 0814403964 Pub Date: 01/01/98 Search this book: Search Tips Advanced Search Previous Table of Contents Next Preface Well into the swiftly approaching millennium, project management will continue to be a highly desired skill in the midst of great change. Because rigid organizational boundaries and responsibilities have blurred and new technologies are changing the ways of doing business, results must be delivered more quickly and accurately than ever before. These circumstances call for people who can deal with ambiguity and time pressures while simultaneously accomplishing project goals—in other words, people who display excellence in project management. In this book, we present the route to achieving the knowledge and expertise that will help you display excellence in project management, on any type of project in any industry. Using a wedding-business case study, we present the basic principles, tools, and techniques so that readers can easily understand and apply the material. Starting with Chapter 2, you’ll learn the six basic functions of project management. You’ll learn how to: 1. Lead a project throughout its cycle; it’s so important that it is the first topic. 2. Define a project’s goals and objectives so everyone agrees on the results and knows success when they see it. 3. Plan a project in a way that results in a road map that people will confidently follow, not just the project manager. 4. Organize a project in a manner that increases the efficiency and effectiveness of the team, resulting in greater productivity. 5. Control a project so that its momentum and direction are not overtaken by “scope creep.” 6. Close a project in a manner so that it lands smoothly rather than crashes. The book comprises three major parts. Part I establishes the fundamentals of project management, with an overview of the field today, provides information on the wedding case study, and provides a general look at what constitutes leadership. Part II is the heart of the volume, with chapters covering the key issues that face project managers today. Based on the six functions just listed, these chapters discuss setting up your project structure, assessing its progress, and achieving its goals. We cover such topics as working with new teaming structures and styles, motivating people, estimating costs, and dealing with change. At the end of each chapter is a series of questions that will help you apply your new knowledge to an existing or upcoming project. Part III contains additional tips, such as how to work with new technologies and how to manage or decrease risk. The Appendix material refers to the case study, the Glossary is a quick reference to special terms, and the References are suggestions for further reading. The authors have applied the principles, tools, and techniques in this book successfully in a wide variety of projects: audit, construction, documentation, engineering, information systems, insurance, manufacturing, support services/help desk, and telecommunications projects, as well as in other environments. The book is based on our combined experience of more than fifty years in business management, operations, and information systems. As the founders and executives of the consulting firm Practical Creative Solutions, Inc., of Redmond, Washington, we offer products, services, and training programs designed to meet the special needs of our varied clients. Project management works—if you know what it is and how to do it. After reading this book, you will be able to join the ranks of effective and successful project managers. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. Project Management Practitioner's Handbook by Ralph L. Kleim and Irwin S. Ludin AMACOM Books ISBN: 0814403964 Pub Date: 01/01/98 Search this book: Search Tips Advanced Search Previous Table of Contents Next Part I An Overview of Projects and Their Effective and Successful Management Chapter 1 Project Management in Today’s World of Business The project manager has never had a tougher job. Companies are always in transition now, remodeling and reorganizing to meet the latest global challenges. Competition is keen and only the flexible will survive. These business conditions translate directly to the greater demands for efficient, effective management of an entire spectrum of projects. For example, a rise in use of distributed systems technology (e.g., client/server, Intranet, and Internet computing) and telecommuting has accelerated the disappearance of organizational boundaries and hierarchical management levels. Along with this blurring of organizational levels has come employee empowerment. Many companies now grant employees greater responsibilities and decision-making authority (e.g., self-directed work teams). And the changes just don’t stop. Many companies view projects as investments, integral parts of their strategic plans. This means the project managers must continually demonstrate their contribution to the bottom line. With this alliance between strategic plan and project management comes an increasingly close but often tense relationship between project and process management. Contrary to popular belief, project management and process management are compatible; projects become integral players in using and implementing processes. But failure to effectively manage a key project could cause a malfunction in the core process! This relationship between process and project management also manifests itself in a need to integrate multiple projects when they involve common core processes, thus requiring even greater integration to ensure such processes are not adversely affected. The nature of today’s workforce has changed in many companies. Employees are no longer offered or seek long-term employment—many people and companies want flexibility or mobility. Such changes add a new dimension to the work being done on a project—a dimension that directly affects relationships and ways of doing business. And many projects now involve people from different occupations and backgrounds. The globalization of the nation’s business, for instance, requires that a project manager’s skills go beyond being able to put together a flowchart. As the economy continues to expand, key resources will become limited and project managers will need alternative ways to obtain expertise, such as by using consultants and outsourcing. Certainly, project managers in the past have faced similar problems of providing alternative sources of expertise—but never on as great a scale as they do today. Market pressures complicate the management of projects, too. Customers not only want a quality product but also want it sooner. Time-to-market pressures force project managers to be efficient and effective to an unprecedented degree. The complexity involved in managing projects has never been greater and will likely only grow in the future. So, too, will the risks for failure. It is more critical than ever that the pieces of the project be in place to ensure delivery of the final service on time and within budget and to guarantee that it be of the highest quality. Tom Peters, the great management consultant, was correct when he said that project management is the skill of the 1990s. But it is the skill of the future as well. The need for managing projects efficiently and effectively has never been greater and so are the rewards for its success. But having good project management practices in place will no longer suffice; what is required now is excellence in project management if project success is to be the norm. Project Management Defined Despite a changing project environment, the fundamental tools of project management remain the same regardless of project or industry. For example, managing a marketing project requires the same skills as managing a software engineering project. But what is a project? What is project management? A project is a discrete set of activities performed in a logical sequence to attain a specific result. Each activity, and the entire project, has a start and stop date. Project management is the tools, techniques, and processes for defining, planning, organizing, controlling, and leading a project as it completes its tasks and delivers the results. But let’s take a closer look at the functions of project management just mentioned. • Lead To inspire the participants to accomplish the goals and objectives at a level that meets or exceeds expectations. It is the only function of project management that occurs simultaneously with the other functions. Whether defining, planning, organizing, or controling, the project manager uses leadership to execute the project efficiently and effectively. Introducing Project Management The top management in some companies does not understand that project management is what is needed. How do you convince people that project management will help them? Introducing project management is a change management issue, even a paradigm shift. That’s because project management disciplines will affect many policies, procedures, and processes. They will also affect technical, operational, economic, and human resources issues. Such changes can be dramatic, and many people—as in many change efforts—will resist or embrace change, depending on how it is perceived. Here are some steps for introducing project management within an organization. 1. Build an awareness of project management. You can distribute articles and books on the subject and attend meetings sponsored by the Project Management Institute and the American Management Association. 2. Establish a need for project management. Identify opportunities for applying project management, particularly as a way to solve problems. Collect data on previous project performance and show statistically and anecdotally how project management would have improved results. 3. Benchmark. You can compare your organization’s experience with projects to that of companies that have used project management. 4. Find a sponsor. No matter what case you can make for project management, you still need someone with enough clout to support its introduction. 5. Select a good pilot. Avoid taking on too much when introducing the idea of project management. Select a project that’s not too visible but also one that people care about. The project serves as a proving ground for your new ideas. 6. Communicate the results. As the project progresses, let management know about its successes and failures. Profile the project as a “lessons learned” experience. 7. Provide consultation on other projects. With the expertise acquired on your pilot project, apply your knowledge to other projects. Your advice will enable others to see the value of project management. • Define To determine the overall vision, goals, objectives, scope, responsibilities, and deliverables of a project. A common way to capture this information is with a statement of work. This is a document that delineates the above information and is signed by all interested parties. • Plan To determine the steps needed to execute a project, assign who will perform them, and identify their start and completion dates. Planning entails activities such as constructing a work breakdown structure and a schedule for start and completion of the project. • Organize To orchestrate the resources cost-effectively so as to execute the plan. Organizing involves activities such as forming a team, allocating resources, calculating costs, assessing risk, preparing project documentation, and ensuring good communications. • Control To assess how well a project meets its goals and objectives. Controlling involves collecting and assessing status reports, managing changes to baselines, and responding to circumstances that can negatively impact the project participants. • Close To conclude a project efficiently and effectively. Closing a project involves compiling statistics, releasing people, and preparing the lessons learned document. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement.