Project Management For DummiesŪ 3rd Edition - Table of Contents

(Click on a chapter title for detailed subheadings)

Part I: Understanding Expectations (The Who, What, and Why of Your Project)

Chapter 1:  Project Management: The Key to Achieving Results

Chapter 2:  Clarifying What You're Trying to Accomplish - and Why

Chapter 3:  Knowing Your Project's Audience: Involving the Right People

Chapter 4:  Developing Your Game Plan: Getting from Here to There

Part II: Determining When and How Much

Chapter 5:  You Want this Project Done When?

Chapter 6:  Establishing Whom You Need, How Much and When

Chapter 7:  Planning for Other Resources and Developing the Budget

Chapter 8:  Venturing into the Unknown: Dealing with Risk and Uncertainty

Part III: Putting Your Team Together

Chapter 9:  Aligning the Key Players in Your Project

Chapter 10:  Defining Team Members' Roles and Responsibilities

Chapter 11:  Starting Your Team Off on the Right Foot

Part IV: Steering the Ship: Managing Your Project to Success

Chapter 12:  Tracking Progress and Maintaining Control

Chapter 13:  Keeping Everyone Informed

Chapter 14:  Encouraging Peak Performance by Providing Effective Leadership

Chapter 15:  Bringing Your Project to Closure

Part V: Taking Your Project Management to the Next Level

Chapter 16:  Using Technology to Up Your Game

Chapter 17:  Monitoring Project Performance with Earned Value Management

Part VI.  The Part of Tens

Chapter 18:  Ten Questions to Help You Plan Your Project

Chapter 19:  Ten Tips for Being a Better Project Manager

Appendix

Appendix:  Combining the Techniques into Smooth Flowing Processes

 

 

 


Chapter 1:  Project Management: The Key to Achieving Results

Determining What Makes a Project a Project?

Understanding the three main components that define a project

Recognizing the diversity of projects

Describing the four stages of a project

Defining Project Management

Examining the initiating processes

Considering the planning processes

Examining the executing processes

Examining the monitoring and controlling processes

Acknowledging the closing processes 

Knowing the Project Manager's Role

Looking at the project manager's tasks

Staving off potential excuses for not following a structured project-management approach

Avoiding "shortcuts"

Staying aware of other potential challeges

Do You Have What It Takes to Be an Effective Project Manager?

Questions

Answers

Relating This Chapter to the PMP Exam and PMBOK 4

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Chapter 2:  Clarifying What You're Trying to Accomplish - and Why

Defining Your Project with a Scope Statement

Looking at the Big Picture: How Your Project Fits In

Figuring out why you're doing this project

Drawing the line: Where your project starts and stops

Stating your project's objectives

Marking Boundaries: Project Constraints

Working within limitations

Dealing  with needs

Facing the Unknowns When Planning

Relating This Chapter to the PMP Exam and PMBOK 4

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Chapter 3:  Knowing Your Project's Audience: Involving the Right People

Understanding Your Project's Audiences

Developing an Audience List

Starting your audience list

Ensuring your audience list is complete and up-to-date

Using an audience list template

Considering the Drivers, Supporters, and Observers in Your Audience

Deciding when to involve your audiences

Using different methods to keep audiences involved

Making the most of your audience's involvement

Confirming Your Audience's Authority

Assessing Your Audience's Power and Influence

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 4:  Developing Your Game Plan: Getting from Here to There

Divide and Conquer: Working on Your Project in Manageable Chunks

Thinking in detail

Thinking of hierarchy with the help of a Work Breakdown Structure

Dealing with special situations

Creating and Displaying Your Work Breakdown Structure

Considering different schemes for organizing your WBS

Using different approaches to develop your WBS

Considering different ways to categorize your project's work

Labeling your WBS entries

Displaying your WBS in different formats

Improving the quality of your WBS

Using templates

Identifying Risks While Detailing Your Work

Documenting What You Need to Know about Your Planned Project Work

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 5:  You Want This Project Done When?

Picture This: Illustrating a Work Plan with a Network Diagram

Defining a network diagram's elements

Drawing a network diagram

Analyzing Your Network Diagram

Reading a network diagram

Interpreting a network diagram

Working with Your Project's Network Diagram

Determining precedence

Using a network diagram to analyze a simple example

Developing Your Project's Schedule

Taking the first steps

Avoiding the pitfall of backing in to your schedule

Meeting an established time constraint

Applyinging different strategies to arrive at your picnic in less time

Estimating Activity Duration

Determining the underlying factors

Considering resource characteristics

Finding sources of supporting information

Improving activity duration estimates

Displaying Your Project's Schedule

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 6:  Establishing Whom You Need, How Much, and When

Getting the Information You Need to Match People To Tasks

Deciding the skills and knowledge that team members must have

Representing skills, knowledge and interest in a Skills Matrix

Estimating needed commitment

Using a Human Resources Matrix

Identifying needed personnel in a Human Resources Matrix

Estimating required work effort

Factoring productivity, efficiency, and availability into work-effort estimates

Reflecting efficiency when you use historical data

Accounting for efficiency in personal work-effort estimates

Ensuring Your Project Team Members Can Meet Their Resource Commitments

Planning your initial allocations

Resolving potential resource overloads

Coordinating assignments across multiple projects

Relating This Chapter to the PMP Exam and PMBOK 4

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Chapter 7:  Planning for Other Resources and Developing the Budget

Determining Nonpersonnel Resource Needs

Making Sense of the Dollars: Project Costs and Budgets

Looking at different types of project costs

Recognizing the three stages of a project budget

Refining your budget as you move through your project's stages

Determining project costs for a detailed budget estimate

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 8:  Venturing into the Unknown: Dealing with Risk and Uncertainty

Defining Risk and Risk Management

Focusing on Risk Factors and Risks

Recognizing risk factors

Identifying risks

Assessing Risks: The Likelihood and Consequences

Gauging the likelihood of a risk

Estimating the extent of the consequences

Getting Everything Under Control: Managing Risk

Choosing the risks you want to manage

Developing a risk-management strategy

Communicating about risks

Preparing a Risk-Management Plan

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 9: Aligning the Key Players for Your Project

Defining Three Organizational Environments

The functional structure

The projectized structure

The matrix structure

Recognizing the Key Players in a Matrix Environment

The project manager

Project team members

Functional managers

Upper management

Working Successfully in a Matrix Environment

Creating and continually reinforcing a team identity

Getting team member commitment

Eliciting support from other people in the environment

Heading off common problems before they arise

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 10:  Defining Team Members' Roles and Responsibilities

Understanding the Key Roles

Distinguishing authority, responsibility, and accountability

Comparing authority and responsibility

Making Project Assignments

Delving into delegation

Sharing responsibility

Holding people accountable when they don't report to you

Picture This: Depicting Relationships with a Responsibility Assignment Matrix

Introducing the elements of a RAM

Reading a LRC

Developing a LRC

Ensuring your RAM is accurate

Dealing with Micromanagement

Realizing why a person micromanages

Helping a micromanager trust you

Working well with a micromanager

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 11:  Starting Your Project Team Off on the Right Foot

Finalizing Your Project's Participants

Are you in?  Confirming your team members' participation

Assuring that others are on board

Filling in the blanks

Developing Your Team

Reviewing the approved project plan

Developing team and individual goals

Defining team member roles

Defining your team's operating processes

Supporting the development of team member relationships

All together now: Helping your team to become a smooth-functioning unit

Laying the Groundwork for Controlling Your Project

Selecting and preparing your tracking systems

Establishing schedules for reports and meetings

Setting your project's baseline

Hear Ye, Hear Ye!  Announcing Your Project

Setting the Stage for Your Post-Project Evaluation

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 12:  Tracking Progress and Maintaining Control

Holding On to the Reins: Project Control

Establishing Project Management Information Systems

The clock's ticking: Monitoring schedule performance

All in a day's work: Monitoring work effort

Follow the money: Monitoring expenditures

Putting Your Control Process into Action

Heading off problems before they occur

Formalizing your control process

Identifying possible causes of delays and variances

Identifying possible corrective actions

Getting back on track: Rebaselining

Reacting Responsibly When Changes Are Requested

Responding to change requests

Creeping away from scope creep

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 13:  Keeping Everyone Informed

I Said What I Meant and I Meant What I Said: Successful Communication Basics

Breaking down the communication process

Distinguishing one-way and two-way communication

Can you hear me?  Listening actively

Choosing the Appropriate Medium for Project Communications

Just the facts: Written reports

Move it along: Meetings that work

Preparing a Written Project-Progress Report

Making a list (of names) and checking it twice

Knowing what's hot (and what's not) in your report

Earning a Pulitzer, or at least writing an interesting report

Holding Key Project Meetings

Regularly scheduled meetings

Ad hoc team meetings

Upper-management progress reviews

Preparing a Project Communications Management Plan

Relating This Chapter to the PMP Exam and PMBOK 4

 

 

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Chapter 14:  Encouraging Peak Performance by Providing Effective Leadership

Comparing Leadership and Management

Developing Personal Power and Influence

Understanding why people will do what you ask

Establishing the bases of your power

You Can Do It!  Creating and Sustaining Team-Member Motivation

Increasing commitment by clarifying your project's benefits

Encouraging persistence by demonstrating project feasibility

Letting people know how they're doing

Providing rewards for work well done

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 15:  Bringing Your Project to Closure 

Staying the Course to Completion

Planning ahead for your project's closure

Updating your initial closure plans when you're ready to wind down the project

Charging up your team for the spirit to the finish line

Handling Administrative Issues

Providing a Good Transition for Team Members

Using a Novel Approach to Announce Your Project's Closure

Surveying the Results: The Post-Project Evaluatio

Preparing for the evaluation throughout the project

Setting the stage for the evaluation meeting

Conducting the evaluation meeting

Following up on the evaluation

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 16:  Using Technology to Up Your Game

Using Computer Software Effectively

Looking at your software options

Helping your software perform at its best

Introducing project-management software into your operations

Making Use of E-mail

Distinguishing between the pros and cons of e-mail

Using e-mail appropriately

Getting the most out of your e-mail

Supporting Virtual Teams with Communication Technology

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 17:  Monitoring Project Performance with Earned Value Management

Defining Earned Value Management

Understanding EVM terms and formulas

Looking at a simple example

Determining the reasons for observed variances

The How-To: Applying Earned Value Management to Your Project

Determining a Task's Earned Value

Relating This Chapter to the PMP Exam and PMBOK 4

 

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Chapter 18:  Ten Questions to Ask Yourself as You Plan Your Project

What's the Purpose of Your Project?

Whom Do You Need to Involve?

What Results Will You Produce?

What Constraints Must You Satisfy?

What Assumptions Are You Making?

What Work Has to Be Done?

When Does Each Activity Start and End?

Who Will Perform the Project Work?

What Other Resources Do You Need?

What Can Go Wrong?

 

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Chapter 19:  Ten Tips for Being a Better Project Manager

Be a "Why" Person

Be a "Can Do" Person

Think about the "Big Picture"

Think in Detail

Assume Cautiously

View People as Allies, Not Adversaries

Say What You Mean; Mean What You Say

Respect Other People

Acknowledge Good Performance

Be a Manager and a Leader

 

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Appendix:  Combining the Techniques into Smooth Flowing Processes

Preparing Your Project Plan

Controlling Your Project during Performance

 

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