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Project management strategy

Author: Rick A Morris; Brette McWhorter Sember
Publisher: New York : AMACOM ; London : McGraw-Hill [distributor], 2008.
Edition/Format:   Print book : English
Summary:

Helps readers deal with the reality of unreasonable deadlines and difficult projects and shows them how to accomplish their goals without alienating their executive sponsors or the team working under  Read more...

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Document Type: Book
All Authors / Contributors: Rick A Morris; Brette McWhorter Sember
ISBN: 9780814409886 0814409881
OCLC Number: 183265158
Notes: Includes index.
Description: pages cm
Contents: CONTENTS List of Tables and Figures xi Acknowledgments xiii Introduction xvii Chapter 1 - Understanding Yourself 1 * DISC Profile 4 * Fostering Communication 7 * Responding to Types 7 * Working Through Weakness 9 Chapter 2 - Communicating on All Levels 11 * Determining Sponsor Styles 12 * Delivering Information 13 * Crafting the Message 14 * Team DISC Profiles 16 * Adjusting the Message 17 * Proper Communications Management 20 * Communications Documents 21 Chapter 3 - Be Trustworthy 27 * Coping with Questions 28 * Qualifying the Question 29 * Don't Lie! 30 * Dealing with Fear 31 * Admitting You Are Wrong 32 * How to Fix Things If You Haven't Told the Truth 36 * Sometimes It Can't Be Fixed 37 Chapter 4 - Turning Around Failing Projects 41 * How to Spot a Project That Is on Its Way Down 42 * Someone Isn't Being Heard 43 * Watch the Ego 46 * When It's Wrong, It's Wrong 47 * Stopping a Project Before It Starts 48 * "It Is What It Is" 51 * How to Assess the Current Situation and Create an Action Plan That Works 54 Chapter 5 - Defining the Word Done 57 * Definition of Done in Project Management 57 * Team Building with the Word Done 59 * How Done Can Set Proper Expectations 60 * Lack of Historical Information 61 * Creating Lessons Learned 62 Chapter 6 - Application of the Iron Triangle (Triple Constraint) 65 * What Is the Iron Triangle? 65 * Why the Triangle Works 66 * How to Implement the Triangle 69 * Use the Triangle for Discovery and Scoping 70 * Why the Triangle Shouldn't Be Used for Project Success 72 Chapter 7 - PERT Methodology in Project Planning 75 * What Is PERT? 76 * PERT for Time Estimation 78 * How to Factor Risk into the Equation 79 * Create a Work Breakdown Structure for PERT 80 * Examples of PERT in Action 82 Chapter 8 - Customer Focus Starts with Great Requirements 87 * Characteristics of Good Requirements 88 * Functional Requirements Versus Technical Requirements 90 * Who Is the Real Customer? 92 * Work Breakdown Structure Dictionary 93 Chapter 9 - Do Not Sacrifice Your Team at Any Cost! 95 * The Importance of the Team Relationship 96 * How to Build an Effective Team Relationship 96 * Internal Team Satisfaction 99 * Team Building and Conflict Resolution 100 * 100 Percent/10 Percent Rule 101 * How a Team Can Become Overburdened 103 * Interacting with Requestors to Avoid Overburdening 105 * Dealing with Mandated Dates 106 Chapter 10 - Myths About Status Meetings 111 * Understanding the Purpose of Meetings 112 * Should There Be a Meeting? 113 * Are Your Meetings Effective? 114 * Setting Up a Successful Meeting 116 * Important Rules for Meetings 118 * How to Get a Meeting Back on Track 119 * A Big Meeting Faux Pas and Myth 120 * The Team Morale Killer 121 * How to Close a Meeting Successfully 121 Chapter 11 - Patriots and Scuds 125 * Dealing with Patriots and Scuds 125 * Understand Your Own Missiles 127 * Understanding Missiles 128 * Using Patriots 128 * Using Scuds 128 * Missiles in Public 129 * Missiles in Corporate Culture 130 * Always Have an Escape Strategy 130 Chapter 12 - A Real Risk Assessment 133 * Why Risk Is Important 133 * The Risk Process 134 * Why People Are Opposed to Risk Management 137 * Dynamic Risk Assessment 138 * The Beginning of the Transformation 141 * The Evolution of the Risk Assessment 142 * The Final Product 145 * Involving the Team 148 Chapter 13 - How to Put Risk in a Project Plan 151 * Thirteenth Floor Principle 152 * Parkinson's Law 153 * Murphy's Law 154 * Putting Risk in a Project Plan 155 * Presenting Risk to the Sponsor 160 * Presenting Risk to the Team 161 * Using Risk 161 Chapter 14 - Data Rules All! 165 * Collecting Data 166 * Mining Data from Lessons Learned 170 * Making Emotional Conversations Unemotional 171 * "Drop Everything" Does Not Mean Drop Everything! 174 * Using Data in Conflict Situations 175 * Countering Data That Is Harmful to the Project 181 Chapter 15 - Project Manager: The Strategic Resource 183 * Needing the Data 184 * Strategic Positioning of Project Management 185 * What CIOs Need to Know 186 * What PMs Need to Provide 187 * Software Assistance with Governance 188 * The Proactive Approach 189 Chapter 16 - Making Positive Change to Your Corporate Culture 193 * How Corporate Culture Affects Project Management 193 * Understanding and Analyzing Corporate Culture 198 * What to Do When You Can't Change or Affect Corporate Culture 200 * How to Obtain Executive Sponsorship 202 * What to Do When Executive Sponsorship Is Not as You Hoped 204 * How to Get Your Sponsor Motivated and Interested in Your Project 207 Chapter 17 - Conclusion 209 Glossary 211 Index 213 About the Authors 219
Responsibility: Rick A. Morris and Brette McWhorter Sember.

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