Admin مدير المنتدى
![مدير المنتدى مدير المنتدى](https://2img.net/i/itest/ranks/stars/stars13.gif)
![Admin](https://2img.net/u/1711/56/32/51/avatars/1-20.jpg)
عدد المساهمات : 18928 التقييم : 35294 تاريخ التسجيل : 01/07/2009 الدولة : مصر العمل : مدير منتدى هندسة الإنتاج والتصميم الميكانيكى
![The Principles of Project Management By Meri Williams Empty](https://2img.net/i/fa/empty.gif) | موضوع: The Principles of Project Management By Meri Williams الإثنين 08 يناير 2024, 12:03 am | |
| ![](https://i.servimg.com/u/f61/15/36/74/14/subscr10.gif)
أخواني في الله أحضرت لكم كتاب The Principles of Project Management By Meri Williams
![The Principles of Project Management By Meri Williams T_p_o_10](https://i.servimg.com/u/f61/15/36/74/14/t_p_o_10.jpg) و المحتوى كما يلي :
Summary of Contents Preface xv 1. So What Is Project Management Anyway? 1 2. Getting Started . 17 3. Getting The Job Done 53 4. Keeping It Smooth 91 5. Following Through . 133 A. Tools . 155 B. Resources . 181 C. Professional Qualifications 185 Index . 193 Table of Contents Preface xv Who Should Read This Book? xv What’s Covered In This Book? . xvi The Book’s Web Site . xvi Project Management Cheat Sheets xvi Updates and Errata . xvii The SitePoint Forums . xvii The SitePoint Newsletters xvii Your Feedback . xvii Acknowledgments . xviii Conventions Used In This Book xix Tips, Notes, and Warnings xix Chapter 1 So What Is Project Management Anyway? . 1 What Is Project Management? . 2 Understanding the Project Life Cycle 3 Failure to Launch … or Land . 4 Negative Perceptions of Project Management 6 It’s Boring 6 It Takes Too Long 7 It’s Too Hard 7 What Project Management Isn’t 8 Why You Need PM Skills 9 What’s In It for Me? 9 The Underlying Principles of Project Management 10x Doing PM Right Is an Investment In Making the “Real Work” Matter 10 People Problems Can’t Be Solved with Software . 11 If it Doesn’t Add Value, it Won’t Get Done 12 The Best Tool Is the One that Works and Gets Used . 12 The Best Way to Communicate Is the Way That Gets You Heard . 14 Choosing the Right Tools and Processes Is the PM’s Most Important Job 14 Summary 15 Chapter 2 Getting Started 17 Discovery: Finding the Projects 17 Picking the Best Projects . 21 Identifying the Opportunities . 21 Comparing the Opportunities . 23 Ranking and Choosing Opportunities to Pursue 24 Spotting Bad Projects . 26 Project, or Day-by-day Improvement? . 28 Discovery Tools and Practices . 29 Who Are All These People? 33 Stakeholders . 33 Stakeholder Tools and Best Practices . 39 Initiating Your Project . 43 The Purpose of Initiating . 43 The Process of Initiating . 44 Initiation Tools and Best Practices . 44 Seven Essential Steps for a Successful Initiation . 50 Summary 51xi Chapter 3 Getting The Job Done . 53 Planning . 53 Why Plan? . 54 What to Plan 55 How to Plan . 56 Tools and Best Practices . 71 Executing 77 Let Your Team Have Ownership . 77 The Link to Personal Productivity 78 Tools and Best Practices . 78 Controlling 80 Are You on Track? . 80 Measuring Deliverables 81 Measuring Everything Else . 82 Risks, Issues, and Bugs . 84 Verification Versus Validation . 85 Looping Back to Plan 86 Tools and Best Practices . 86 Summary 88 Chapter 4 Keeping It Smooth . 91 Communication and Collaboration . 91 Communication 92 Collaboration 99 Tools and Best Practices 113 Managing Change . 122 Types of Change . 122 Change Control . 124 Tools and Best Practices 127xii Summary . 131 Chapter 5 Following Through . 133 Closing the Project . 133 Knowing When You’re Done . 134 Handling a Total Disconnect . 137 Closing a Project 139 Tools and Best Practices 142 What Comes Next? . 147 Defining Your Role . 147 The Superstar Handover 149 Tools and Best Practices 151 Summary . 153 Looking to the Future 153 The Next Project … and the Rest . 154 Appendix A Tools . 155 Initiating . 155 Project Proposal Template . 155 Measuring Value Creation . 156 Project Organization Chart 158 Communication Plan Template 159 Project Initiation Document . 159 Typical Kickoff Meeting Agenda . 162 Planning, Executing, and Controlling 162 Project Plan Template 162 Work Breakdown Structure 163 Gantt Chart 164 Risk Management Plan Template . 164xiii Balance Quadrant . 165 Estimation Techniques 165 Issue List Template . 166 Project Status Update Template 169 Change Request Template . 169 Planning Software . 170 Tracking Software . 174 Closing . 175 Project Sign-off Template . 175 Customer Feedback Questionnaire Template . 176 Lessons Learned Summary Template 177 Project Documentation Template . 178 Appendix B Resources 181 Books 181 Blogs and Web Sites 183 Appendix C Professional Qualifications 185 Associations and Qualifications 185 Glossary 187 Index . 193 Index Symbols 43Folders web site, 183 A accountability personal, 77 adjourning stage of team building, 103, 104 agendas kickoff meetings, 162 for meetings, 114 agreements (see also contracts; customer agreements; operational contracts; renegotiations; service level agreements (SLA); support contracts) project closing, 140 Allen, David Getting Things Done: The Art of Stress-Free Productivity, 182 anonymity in communications, 98 assessments of impacts, 170 Association for Project Management (APM), 186 assumptions defined, 69 identifying, 70 project plan template, 163 attachments project status update template, 169 status updates, 117 attendance at meetings, 115 B "back-of-an-envelope" plans, 70 balance quadrant change management, 127 defined, 3 depiction of, 165 Basecamp software, 173 basics (see principles) benefit cost ratio defined, 157 benefits business needs, 159 change request template, 170 communication of in change requests, 129 of planning, 54–55 in project selection, 25 Berkun, Scott The Art of Project Management, 182 best practices (see also software; tools) change management, 127–131 closing projects, 142–147 communication and collaboration, 113–122 controlling phase, 86–88 described, 71–76 executing phase, 78–79 initiating phase, 44–50 project handovers, 151–153 stakeholders, 39–42109 C 194 biweekly meetings defined, 159 Blanchard, Ken leadership and management types, blog resources, 183–184 boards action on an issue, 168 change requests, 125, 129–130, 170 consulting with, 85 defined, 35–38 project disconnect, 138 book resources, 181–183 bottom-up estimation, defined, 165 brainstorming identifying opportunities, 22 lessons learned session, 146 budgets earned value measurement, 83 buggy whip manufacturer case study identifying opportunities, 22 bugs about, 84–85 cake shop web site case study Gantt charts, 73 measuring deliverables, 81 mitigation plan, 68 planning process, 57 risk management plan, 67 case studies (see buggy whip manufacturer case study; cake shop web site case study; customer orders case study; pie shop web site case study) celebrations project completion, 141–142, 146–147 certification in project management, 185– 186 change logs project sign-off, 176 change management, 122–132 control, 124–127 tools and best practices, 127–131 types of change, 122–123 change requests (CRs) forms of, 129 gathering, 124 template, 169–170 change review boards, 129–130 charts (see diagrams; flowcharts) Chief Happiness Officer web site, 184 closing projects, 133–147 process for, 139–142 tools and best practices, 142–147, 175–179 when completed, 134–136 closure phase importance of, 5 coaching leadership and management style, 110 collaboration, 91–122 and communication, 99–113 defined, 91 tools and best practices, 113–122 commitment in team members, 111 communication, 91–122195 business people versus technical people, 31 consulting the board, 85 contingency to stakeholders, 65 defined, 91 explained, 92–98 importance of, 14 of plans, 69–71 project completion, 141 project kickoff meetings, 49–50 of project value, 12 tools and best practices, 113–122 communication plans creating, 42 template, 159 communications change request impacts, 125 competence in team members, 111 completion project closing, 141 constraints defined, 69 identifying, 70 project plan template, 163 consulting the board, 85 contact information sharing, 106 content of communications, 97–98 contingencies time estimates in project planning, 63–71 contingency plans risk management plan template, 164 contracts (see also customer agreements; operational contracts; renegotiations; service level agreements (SLA); support contracts) formal versus informal, 43 versus project initiation documents, 45 control change management, 124–127 controlling phase, 80–88 looping back, 86 measuring deliverables, 81–82 measuring earned value management, 82–84 risks, issues and bugs, 84–85 tools and best practices, 86–88, 162– 175 tracking, 80–81 verification versus validation, 85–86 conventions estimates, 63 cost benefit ratio (see benefit cost ratio) costs (see also opportunity cost) in project selection, 25 Covey, Stephen leadership versus management, 109 criteria (see success criteria) customer agreements (see also contracts; operational contracts; renegotiations; service level agreements (SLA); support contracts) project closing, 135–136196 customer orders case study portfolio planning, 19 project sponsors, 37 scope, 31 stakeholders, 34 customer requirements, 108 customers feedback, 144–145, 176–177 D date patterns, 168 deadlines handling set deadlines, 75–76 versus estimates, 62 delegating leadership and management style, 111 deliverables defined, 69 example, 160 identifying, 57–58 as a measure of project completion, 56 measuring, 81–82 project plan template, 163 project sign-off, 175 versus change requests, 126–127 in work breakdown structure, 72 DeMarco, Tom Peopleware: Productive Projects & Teams, 182 demos in project reviews, 140 dependencies identifying, 59–60 development levels of team members, 111 diagrams (see also flowcharts) balance quadrant, 128 Gantt charts, 73–74 leadership and management types, 110 RASCI matrix, 121 work breakdown structure, 72, 163 directing leadership and management style, 110 disconnects in project closing handling, 137–138 defined, 136 discovery process explained, 17–21 tools and practices, 29–33 "do nothing” mitigation strategy, 68 documentation project handover, 149–151 template, 178–179 documentation packs project handovers, 151 double counting in estimation, 165 E earned value management (EVM) measuring delivered value, 82 electronic communications personal preferences, 96 email attachments to status updates, 117 etiquette, 113–114 sending status updates, 117 end user requirements, 108197 environment for collaboration, 104–105 estimating time, 60–63 estimation techniques, 165–166 etiquette emails, 113–114 examples (see also buggy whip manufacturer case study; cake shop web site case study; customer orders case; pie shop web site case study) Gantt chart, 164 kickoff meeting agenda, 162 project initiation document, 159–161 project organization chart, 161 work breakdown structure, 163 executing change requests, 125 executing phase, 77–79 personal productivity, 78 team ownership, 77 tools and best practices, 78–79, 162– 175 exercises communication preferences, 96 expectations setting, 29 expert judgment estimation technique, 166 F feasibility studies in project initiating phase, 48 feedback loop in communications, 98 customer feedback questionnaire template, 176–177 figures (see diagrams; flowcharts) flowcharts (see also diagrams) of simple dependencies, 60 software for, 174 follow-up (see handovers) forming stage of team building, 100, 103 43Folders website, 183 fundamentals (see principles) G Gantt charts example, 164 using, 73–74 GanttProject software, 172 Geek | Manager web site, 184 get-to-know-you sessions, 101 glossary, 187–192 group spaces creating, 106 groups changing into teams, 99–104 groupthink dangers of, 102 H handovers, 147–153 project documentation template, 178 roles, 147–149 tools and best practices, 151–153 training and documentation, 149–151I 198 hard value creation defined, 156 Heerkens, Gary R. Project Management: 24 Steps to Help You Master Any Project, 181 Hersey, Paul leadership and management types, 109 hierarchy of communication methods, 94 identifying deliverables, 57–58 dependencies, 59–60 impacts assessment of, 170 of change requests, 125 improvements day-by-day versus projects, 28–29 inherent contingencies time estimates, 64 initiating phase, 43–50 explained, 4 tools, 155–162 internal rate of return (IRR) defined, 157 International Association of Project and Program Management (IAPPM), 186 International Project Management Association (IPMA), 186 issue lists template, 166–169 using, 86–87 issues about, 84–85 reporting and resolution process, 105 tracking software, 117–119 J Joel on Software web site, 183 K key measures score (see also measures) closing projects, 144–145 kickoff meetings agenda, 162 conducting, 49–50 L launch phase (see initiating phase) Lawver, Kevin estimating conventions, 63 leadership roles of, 109–113 lessons learned sessions closing projects, 145–146 summary template, 177–178 life cycle (see project life cycle) Lifehacker web site, 183 Linked In web site, 184 Linux project planning software, 172 Lister, Timothy Peopleware: Productive Projects & Teams, 182 live demos in project reviews, 140 logistics of meetings, 115199 logs (see change logs) Lopp, Michael Managing Humans, 183 M Macintosh project planning software, 171–172 management of change, 122–131 multiple projects, 121–122 roles of, 109–113 measures (see also key measures score) operational contracts, 152 measuring deliverables, 81–82 earned value management (EVM), 82– 84 meetings (see also get-to-know-you sessions; kickoff meetings; lessons learned sessions; one to one meetings; stand-up meetings) forms of, 93 project review, 142 setting up, 105 standards for, 114–116 Microsoft Office Suite, 174 Microsoft Project software, 171 milestones (see deadlines; deliverables) misperceptions of project management, 6–8 mitigation plans creating, 68 multiple projects managing, 121–122 N negotiations (see contracts; customer agreements; renegotiations; operational contracts; service level agreements (SLA); support contracts) net present value (NPV) defined, 156 norming stage of team building, 102, 104 O objectives example, 160 project, 160 SMAC, 47 one-on-one meetings, 88 operational contracts project handovers, 152–153 operations management versus project management, 9 opportunities comparing, 23 identifying, 21–22 ranking and choosing, 24–26 opportunity cost defined, 157 organization charts (see project organization charts) outcomes in communications, 97 owner of an issue, 167 ownership adding to existing plans, 78200 P parametric estimation technique, 166 “parking lot” in meetings, 116 payback period defined, 157 people management versus project management, 8 PEPS meeting agenda, 115 perceived value versus real value, 12 percent complete measure, 56 perceptions of project management, 6–8 performing stage of team building, 102, 104 personal communication about, 93 preferences, 94 personal plans transitioning to, 107–108 personal productivity versus project management, 8 personal responsibility, accountability and productivity, 77–78 phases (see also controlling phase; executing phase; initiating phase; planning phase) project life cycle, 3 pie shop web site case study RASCI matrix, 121 plan reviews using, 74 planning phase, 53–76 benefits of, 54–55 change request impacts, 130–131 components of, 55–56 how to, 56–71 importance of, 5 software for, 170–174 tools and best practices, 71–76, 162– 175 plans (see also risk management plans) as a communication tool, 117 template, 162–163 portfolio planning customer orders case study, 19 in discovery process, 18 practices (see also best practices) in discovery process, 29–33 preferences (see also styles) communication methods, 94–96, 105 principles of project management, 10–15 priorities change request template, 170 of an issue, 167 setting, 29 processes importance of, 14 productivity personal accountability and responsibility, 78 personal versus project management, 8 professional qualifications for project management, 185–186201 project boards (see boards) project closing (see closing projects) project documentation packs (see documentation packs) project handovers (see handovers) project initiation document (PID) example, 159–161 explained, 44–49 project kickoff meetings, 50 project sign-off, 143 project life cycle explained, 3–6 project management defined, 2–3, 8–9 Project Management Institute A Guide to the Project Management Book Of Knowledge, 182 Project Management Institute (PMI) about, 185 project management skills need for, 9–10 project organization charts example, 161 explained, 158 stakeholder involvement, 39–42 project proposals explained, 29–31 template, 155–156 project reviews (see reviews) project sign-offs (see sign-offs) project sponsors customer orders case study, 37 defined, 35 project teams (see teams) projects defined, 2 good versus bad, 26–27 selecting, 21–33 proposals (see project proposals) pull communication approach, 94 purpose in communications, 97 push communication approach, 94 Q qualifications for project management, 185–186 quality defined, 2 earned value management, 83 R Rands in Repose web site, 183 ranking opportunities, 24–26 RASCI matrix, 119–121 real value versus perceived value, 12 recommendations lessons learned summary template, 178 relationship building, 104 remote work teams, 105–107 renegotiations at project handovers, 148–149 reporting issues, 105 project status, 116–117 requirements changes in, 122202 resolution process issues, 105 resource dependencies defined, 59 resource leveling using Gantt charts, 73 resources books, blogs and web sites, 181–184 requirements, 156 responsibilities communicating in emails, 114 responsibility personal, 77 reviews meeting preparation, 142–143 of plans, 74 project closing, 139–140 stakeholders and change management, 127–129 rewarding collaboration, 104 risk management plans creating, 66–68 defined, 69 project plan template, 163 template, 164 risks about, 84–85 roles project handovers, 147–149 rolling wave in project planning, 5 time estimates, 62 S schedules (see also timelines) defined, 69 project plan template, 163 versus plans, 69 Schwaber, Ken Agile Project Management with SCRUM, 181 scope customer orders case study, 31 defined, 2 project sign-off, 175 work breakdown structure, 71 scores (see key measures score; measures) service level agreements (SLA) project handovers, 152 service management versus project management, 9 sign-offs closing projects, 143–144 template, 175–176 skills (see also project management skills) matrix of, 106 Slacker Manager web site, 184 SMAC objectives, 47 soft value creation defined, 156 soft work making time for, 105 software (see also tools)203 and people problems, 11 for planning, 170–174 for project tracking, 174–175 for tracking issues, 117–119 in work breakdown structure, 72 sponsors (see project sponsors) stages (see controlling phase; executing phase; initiating phase; planning phase) stakeholder reviews change management, 127–129 stakeholders change review boards, 130 communicating contingency, 65 identifying, 33–39 in initiation phase, 4 plan reviews, 74 status updates, 116 tools and best practices, 39–42 stand-up meetings, 79 status of an issue, 168 status updates, 116–117 template, 169 stop, start, continue approach, 22 storming stage of team building, 101, 103 structure in communications, 97 styles (see also preferences) leadership and management types, 110 success criteria defined, 43 project closing, 134 support contracts at closure phase, 6 supporting leadership and management style, 110 switching tasks time estimates, 64 T targets (see deadlines) task switching time estimates, 64 task-based planning problems with, 55 teams creating, 38–39, 99–104 setting up meetings, 105 size of, 79 working remotely, 105–107 techniques (see best practices; practices; software; tools) templates (see best practices; tools) three-point estimates, 166 time (see also schedules) estimating, 60–63 length of meetings, 115 remote teams, 106 for soft work, 105 timelines (see also schedules) example, 161 tools, 155–179 (see also best practices; software) change management, 127–131 closing projects, 142–147, 175–179V 204 communication and collaboration, 113–122 controlling phase, 86–88 described, 71–76 discovery process, 29–33 executing phase, 78–79 importance of, 14–15 initiating phase, 44–50, 155–162 planning, executing and controlling phases, 162–175 project handovers, 151–153 selecting, 12–13 stakeholders, 39–42 top-down estimation defined, 165 tracking controlling phase, 80–81 issues using software, 117–119 software for, 174–175 training project handover, 149–151 transitioning to personal plans, 107–108 validation versus verification, 85–86 value creation of, 155, 156–157 identifying in project proposal, 31–33 importance of, 12 project management skills, 9 verification versus validation, 85–86 W web site resources, 183–184 wikis in project communication, 119 Windows project planning software, 171–172 work breakdown structure (WBS) example, 163 explained, 71–72 working with remote teams, 105–107 Z zombie stakeholders project review meetings, 143
كلمة سر فك الضغط : books-world.net The Unzip Password : books-world.net أتمنى أن تستفيدوا من محتوى الموضوع وأن ينال إعجابكم رابط من موقع عالم الكتب لتنزيل The Principles of Project Management By Meri Williams رابط مباشر لتنزيل The Principles of Project Management By Meri Williams ![](https://i.servimg.com/u/f61/15/36/74/14/sign_110.gif)
|
|