Archive for March, 2010
Wednesday, March 31st, 2010
Pragmatic Project Management: Five Scalable Steps to Success
by David Pratt
2010 (160 pages)
ISBN:9781567262742
Illustrated with practical tips and a checklist to help keep your project on track and to scale, this clearly written guide will help you select the methodologies and tools that will enable you to expend minimum effort to achieve maximum gain.
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Pragmatic Project Management—Five Scalable Steps to Success
Preface
Introduction
Overview
WRITING THE PROJECT CHARTER
BUILDING THE PROJECT TEAM
PLANNING THE PROJECT
MANAGING PROJECT ISSUES
TRACKING AND REPORTING PROJECT STATUS
BRINGING IT ALL TOGETHER
Chapter 1 – Sizing the Project and Adjusting Project Management to Scale
SIZING THE PROJECT
SCALING THE WORK
Chapter 2 – Pragmatic PM Element #1: The Project Charter
THE NEED FOR SPEED VERSUS THE NEED FOR INFORMATION
THE PROJECT CHARTER
SCALING THE PROJECT CHARTER EFFORT
PROJECT CHARTER CHECKLIST
EXPANDED PROJECT CHARTER CHECKLIST
Chapter 3 – Pragmatic PM Element #2: The Project Team
Overview
SELECTING A PROJECT TEAM
THE FORMAL TEAM
THE INFORMAL TEAM
PROJECT, FUNCTIONAL, MATRIX, AND HYBRID TEAMS
STAKEHOLDERS
CRITICAL TEAM MANAGEMENT FACTORS
SCALING PROJECT TEAM MANAGEMENT
SCALING THE PROJECT TEAM
PROJECT TEAM PLANNING CHECKLIST
Chapter 4 – Pragmatic PM Element #3: The Project Plan
Overview
THE VISION STATEMENT
PROJECT OBJECTIVES
REQUIREMENTS
PROJECT TASKS
TASK ESTIMATING
MILESTONES
SCALING THE PROJECT PLAN
PROJECT PLANNING CHECKLIST
Chapter 5 – Pragmatic PM Element #4: Project Issue Management
Overview
THE ISSUE TRACKING LOG
THE ISSUE MANAGEMENT FORM
PRIORITIZING ISSUES
SCOPE-CHANGE REQUESTS
RISK MANAGEMENT
ESCALATING ISSUES
DELEGATING ISSUES
MANAGING STAKEHOLDER AND USER EXPECTATIONS
SCALING THE WORK
ISSUE MANAGEMENT CHECKLIST
Chapter 6 – Pragmatic PM Element #5: Project Status Tracking and Reporting
Overview
REPORTING PROJECT STATUS
TRACKING AND CONTROLLING THE PROJECT
OBJECTIVE AND SUBJECTIVE ASSESSMENTS
CASE STUDY: PROVING A PROJECT’S STATUS
SCALING PROJECT TRACKING AND REPORTING EFFORTS
CASE STUDY: SCALING STATUS REPORTING PRACTICES
PROJECT STATUS TRACKING AND REPORTING CHECKLIST
Final Thoughts
Appendix 1 – Additional Case Studies
CASE 1: THE IT PROJECT GONE AWRY
CASE 1 SOLUTION
CASE 2: THE NEW HOUSE
CASE 2 SOLUTION
CASE 3: THE OUT-OF-TOUCH PROJECT SPONSOR
CASE 3 SOLUTION
Appendix 2 – The 40 Key Rules of Pragmatic Project Management
Recommended Reading
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Wednesday, March 31st, 2010
Facilitating Project Performance Improvement: A Practical Guide to Multi-Level Learning
by Jerry Julian
2010 (225 pages)
ISBN:9780814415320
Helping ensure both immediate improvements and long-term success, this groundbreaking book provides a practical approach to structured learning and reflection that enables teams to innovate and improve.
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Facilitating Project Performance Improvement—A Practical Guide to Multi-Level Learning
Foreword
Introduction
MULTI- LEVEL LEARNING: AN APPROACH TO IMPROVING PROJECT AND PROGRAM PERFORMANCE
HOW THIS APPROACH DIFFERS FROM CONVENTIONAL APPROACHES
PROJECT AND PROGRAM MANAGEMENT OFFICES
HOW THIS BOOK CAN HELP YOU AND YOUR ORGANIZATION
WHO SHOULD READ THIS BOOK
HOW THIS BOOK IS ORGANIZED
Part 1 – Foundations
Chapter 1 – The Need for Multi-Level Learning
OVERVIEW
RED-LIGHT LEARNING
DEFENSIVE ROUTINES
PROBLEMS WITH TRADITIONAL APPROACHES TO LEARNING FROM PROJECT EXPERIENCE
FROM RED-LIGHT LEARNING TO CONTINUOUS SYSTEMS-LEVEL LEARNING
CONCLUSION
Chapter 2 – Foundations and Principles of Multi-Level Learning
REFLECTION ON ACTION
THE U.S. ARMY’S AFTER-ACTION REVIEW PROCESS
THE EMERGENCE OF AGILE SOFTWARE DEVELOPMENT PRACTICES
ACTION-REFLECTION CYCLES: THE FOUNDATION FOR MULTI-LEVEL LEARNING
PRINCIPLES OF MULTI-LEVEL LEARNING
CONCLUSION
Part 2 – Roles
Chapter 3 – The Multi-Level Learning Coach
OVERVIEW OF THE MULTI-LEVEL LEARNING COACH ROLE
THE IMPORTANCE OF NEUTRALITY AND OBJECTIVITY
SKILLS REQUIRED OF THE MULTI-LEVEL LEARNING COACH
THREE CORE VALUES FOR EFFECTIVE FACILITATION
MODELS FOR EFFECTIVE GROUP PROCESS
GOALS, ROLES, AND PROCEDURES
DIAGNOSING AND INTERVENING
GROUND RULES FOR GROUPS
CONCLUSION
Chapter 4 – The Project and Program Management Function (PMO)
OVERVIEW
THE PMO
BROKERING AND COMMUNITIES OF PRACTICE
RESEARCH METHODOLOGY
HOW PMO LEADERS FACILITATE CROSS-PROJECT LEARNING AND CONTINUOUS IMPROVEMENT
ENABLERS AND BARRIERS THAT PMO LEADERS FACE IN FACILITATING CROSS- PROJECT LEARNING AND CONTINUOUS IMPROVEMENT
THE PMO AND MULTI- LEVEL LEARNING
RECOMMENDATIONS FOR PMO LEADERS
CONCLUSION
Part 3 – Implementing Multi-Level Learning
Chapter 5 – Facilitating Level 1: Continuous Project Improvement
OVERVIEW OF LEVEL 1: CONTINUOUS PROJECT IMPROVEMENT
STEP 1: PLAN AND CONDUCT THE PROSPECTIVE
STEP 2: EXECUTE THE PLAN
STEP 3: PLAN AND CONDUCT THE RETROSPECTIVE
STEP 4: UPDATE PROJECT PLANS, ISSUES, RISKS, AND LESSONS LEARNED
CONCLUSION
Chapter 6 – Facilitating Level 2: Cross-Project Improvement
OVERVIEW OF LEVEL 2: CROSS-PROJECT IMPROVEMENT
STEP 1: PLAN AND CONDUCT THE PROSPECTIVE
STEP 2: PILOT IMPROVEMENTS
STEP 3: PLAN AND CONDUCT THE RETROSPECTIVE
STEP 4: TRANSFER IMPROVEMENTS TO NEW AND EXISTING PROJECTS
CONCLUSION
Chapter 7 – Facilitating Level 3: Strategic Portfolio Alignment
OVERVIEW
OVERVIEW OF LEVEL 3: STRATEGIC PORTFOLIO ALIGNMENT
STEP 1: PLAN AND CONDUCT THE PROSPECTIVE
STEP 2: EXECUTE THE STRATEGY
STEP 3: PLAN AND CONDUCT THE PORTFOLIO RETROSPECTIVE
STEP 4: UPDATE THE PROJECT PORTFOLIO AND CAPTURE ACTION ITEMS
CONCLUSION
Chapter 8 – Conclusion
Appendix A – Problems with Traditional “Lessons-Learned” Practices
OVERVIEW
THE ROLE OF SOCIAL PRACTICES
PROCESS VS. PRODUCT KNOWLEDGE
SUMMARY
Appendix B – Situated Learning and Communities of Practice
SITUATED LEARNING AND LEGITIMATE PERIPHERAL PARTICIPATION
COMMUNITIES OF PRACTICE
References
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Wednesday, March 31st, 2010
A Practical Guide to Earned Value Project Management, Second Edition
by Charles I. Budd and Charlene S. Budd
2010 (430 pages)
ISBN:9781567262568
Covering metrics, reporting systems, and the 32 criteria of successful EVMS, this guide is the go-to choice for both corporate and government professionals. The GovEssentials collection from Books24x7 is offered in partnership with Management Concepts.
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A Practical Guide to Earned Value Project Management, Second Edition
Preface to the Second Edition
Part I – Introduction
Chapter 1 – Background and Motivation
OVERVIEW
OUR BASIC PREMISE
THE THREE BASIC PARAMETERS OF PROJECT MANAGEMENT
BUSINESS CHANGES
THE NEED FOR A COST AND SCHEDULE CONTROL SYSTEM
PROJECT MANAGEMENT MATURITY
LOOKING FOR VALUE IN ALL THE WRONG PLACES
OUR EXAMPLE PROJECT
DISCUSSION QUESTIONS
Chapter 2 – Project Management
OVERVIEW
A PROJECT
THE PROJECT CHARTER
PROJECT LIFE CYCLES
EVMS PROJECTS
THE PROJECT MANAGEMENT OFFICE
EVOLVING PROJECT MANAGEMENT MATURITY
THE PROJECT MANAGER
THE PROJECT TEAM
DISCUSSION QUESTIONS
Part II – The Basics of Earned Value
Chapter 3 – Earned Value Metrics
OVERVIEW
PRIMARY METRICS
ANALOGY TO THE STANDARD COST SYSTEM
CALCULATION OF RATIOS
USING THE MEASUREMENTS
DISCUSSION QUESTIONS AND PRACTICE CALCULATIONS
Chapter 4 – The Earned Value Management System
EVOLUTION OF THE EARNED VALUE MANAGEMENT SYSTEM
REQUIRING THE USE OF EVMS
DRIVING FORCE FOR USING EVMS
WHY ALL THE INTEREST IN EVMS?
THE DARK SIDE
A HIGH-LEVEL VIEW OF THE 32 EVMS CRITERIA
DISCUSSION QUESTIONS
Part III – It’s All in the Plan
Chapter 5 – The Project Plan (Criterion 1)
OVERVIEW
THE WORK BREAKDOWN STRUCTURE
DEFINING THE PROJECT
THE MECHANICS OF A WBS
CONTROL ACCOUNTS
WORK PACKAGES
DISCUSSION QUESTIONS
Chapter 6 – The Organization (Criteria 2–5)
OVERVIEW
ORGANIZATIONAL CONFIGURATIONS
DISCUSSION QUESTIONS
Chapter 7 – The Schedule (Criteria 6–8)
OVERVIEW
SCHEDULE UNCERTAINTY
SCHEDULE REPRESENTATION AND EVALUATION
DISCUSSION QUESTIONS
Chapter 8 – The Budget (Criteria 9–15)
OVERVIEW
PROJECT COST ESTIMATION
DISCUSSION QUESTIONS
Part IV – Project Status
Chapter 9 – Tracking Performance (Criteria 16–21)
OVERVIEW
EVMS ACCOUNTING
COST ALLOCATION METHODS
ACCOUNTING AND EARNED VALUE SOFTWARE
DISCUSSION QUESTIONS
Chapter 10 – Reporting Variances (Criteria 22–27)
OVERVIEW
PRACTICE CALCULATIONS
Part V – Handling a Project’s Changes and Termination
Chapter 11 – Time for a Change (Criteria 28–32)
UNCERTAINTY MAY BE THE ONLY CERTAINTY
UNDERSTANDING THE ELEMENTS OF RISK
RISK MANAGEMENT
WHEN CHANGE BECOMES NECESSARY
DISCUSSION QUESTIONS
Chapter 12 – Are We There Yet?
OVERVIEW
PROJECT TERMINATION
DISCUSSION QUESTIONS
Part VI – Earned Value Implementations
Chapter 13 – Implementing EVMS
OVERVIEW
REASONS TO IMPLEMENT EVMS
THE IMPLEMENTATION PLAN
DETAILS OF IMPLEMENTATION
DO YOUR OWN THING, BUT CAREFULLY
SOFTWARE ASSISTANCE
IMPLEMENTATION COST
DISCUSSION QUESTIONS
Chapter 14 – Government Contracts
OVERVIEW
INFORMATION SOURCES
COMPLIANCE, VALIDATION, AND SURVEILLANCE
Chapter 15 – Partial EV Implementations
OVERVIEW
EARNED VALUE FOR PROJECT CONTROL
ABRIDGED EV IMPLEMENTATIONS
DISCUSSION QUESTIONS
Part VII – Emerging Practices
Chapter 16 – Earned Schedule
OVERVIEW
RATIONALE FOR THE DEVELOPMENT OF EARNED SCHEDULE
EARNED SCHEDULE CONCEPTS
EXAMPLE OF EARNED SCHEDULE COMPUTATIONS
OTHER EARNED SCHEDULE METRICS
RECONCILING SCHEDULE VARIANCE IN TIME WITH SCHEDULE VARIANCE IN DOLLARS
VALIDATION OF USEFULNESS OF EARNED SCHEDULE
PRACTICE CALCULATIONS AND DISCUSSION QUESTIONS
Chapter 17 – Critical Chain Project Management
BACKGROUND
DEVELOPMENT OF CRITICAL CHAIN
A SINGLE PROJECT ENVIRONMENT
MULTIPROJECT ENVIRONMENTS
USE OF CRITICAL CHAIN WITH EVMS
PRACTICE CALCULATIONS
Appendix A – The 32 EVMS Criteria
Appendix B – Discussion Responses and Exercise Solutions
CHAPTER 3
CHAPTER 10
CHAPTER 11
CHAPTER 13
CHAPTER 16
CHAPTER 17
Glossary
Bibliography
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