The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right

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If you're a project manager, you know about the permanent crunch caused by limited time, scarce resources, and the sheer intricacy of many projects. The Project Management Tool Kit, Second Edition, supplies the clear, concise information you need to get complex projects done—on time, on budget, and with stellar results.

Completely updated throughout, The Project Management Tool Kit, Second Edition, addresses 100 specific project challenges, including all of the ...

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The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right

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Overview

If you're a project manager, you know about the permanent crunch caused by limited time, scarce resources, and the sheer intricacy of many projects. The Project Management Tool Kit, Second Edition, supplies the clear, concise information you need to get complex projects done—on time, on budget, and with stellar results.

Completely updated throughout, The Project Management Tool Kit, Second Edition, addresses 100 specific project challenges, including all of the processes identified in A Guide to the Project Management Body of Knowledge (PMBOK®Guide). But unlike the PMBOK Guide,®which focuses on what to do, this accessible book delivers step-by-step "how-to" guidance for professionals at all levels on essential topics such as:

Sponsorship

Stakeholder expectation management

Stakeholder identification

Requirements collection

Inheriting a project

Forecasting project completion

Project metric selection

Project metric implementation

Project life cycles

Complete with checklists and tools for quick implementation, this practical, on-the-job resource will help project managers in any industry master any project challenge.

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Product Details

  • ISBN-13: 9780814414767
  • Publisher: AMACOM Books
  • Publication date: 4/7/2010
  • Edition description: SECOND EDITION
  • Edition number: 2
  • Pages: 272
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.90 (d)

Meet the Author

TOM KENDRICK, PMP, (San Carlos, CA) is currently an internal project management consultant for Visa Inc. His experience includes more than three decades of directing projects in the United States, Europe, and Asia for Hewlett-Packard, General Electric, and DuPont, and as an independent consultant. He is author of Results Without Authority (978-0-8144-7343-6) and Identifying and Managing Project Risk (978-0-8144-1340-1).

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Read an Excerpt

1 Activity Definition

(PMBOK® 6.1, Define Activities)

What: Documenting the activities resulting from the lowest

level of the project work breakdown structure (WBS)

and assigning an owner to each.

When: Project planning.

Results: Clear descriptions of all identified project work and

delegation of responsibility.

Verify Activities

Activity definition is a key step in project plan development. After developing

the work breakdown structure (WBS), verify that all work listed is

necessary. If the work at the lowest level will probably require more than a

month to complete or more than 80 hours of effort, strive to break it down

further.

People often overlook work related to organizational, business, or legal requirements.

Examples include preparation for project life cycle checkpoints,

methodology requirements, project and other reviews, scheduled

presentations, and specific documents the project must create. Add any missing

work you discover to the WBS and scope baseline.

Describe Activities

Convert the lowest-level WBS entries into project activities that can be estimated,

scheduled, and tracked. Check that each represents a discrete, separate

piece of work that has a starting and a stopping point. For each piece

of work, capture and document any assumptions.

Describe each lowest-level work package concisely in terms of the work to

be done and the task deliverable (examples: install power, edit user documentation).

These verb-noun descriptions ensure clarity and make planning

and tracking easier.

Identify one or more specific deliverables for each lowest-level activity. For

each deliverable, specify the acceptance or test criteria. Be able to describe

any requirements relating to standards, performance, or specific quality level.

If no one can clearly define the deliverable for an activity, the work may be

unnecessary; consider deleting it.

Assign Owners

Seek capable, motivated owners for each lowest-level activity. Staff all work

possible using willing volunteers, and remember that the project leader remains

responsible for all tasks without an owner.

For each activity, assign one and only one owner, delegating responsibility

for the work. Owners will be responsible for planning, estimating, monitoring,

and reporting on the activity, but they will not necessarily do all the

work alone. In some cases, owners will lead a team doing the work, or even

serve as a liaison for outsourced tasks. For each activity, identify all needed

skills, staff, and any other resources.

Identify Milestones

In addition to project activities, which consume time and effort, project

schedules also have milestones—events used to synchronize project work

and mark significant project transitions that have no duration. Uses for milestones

include:

• Project start

• Project end

• Completion of related parallel activities

• Phase gates or life cycle stage transitions

• Significant decisions, approvals, or events

• Interfaces among multiple dependent projects

• Other external activity dependencies and deliverables

List all project milestones.

Document Activities

Document all activities and milestones in a database, software tool for

project management, or some other appropriate format. Include activity

names, owners, assumptions, deliverable descriptions, and other important

information. The activity list (often part of a WBS Dictionary) serves as the

foundation for project planning, risk analysis, execution, and control. Provide

all activity owners a summary of their work.

Use activity definitions as a foundation for many other planning processes,

including activity duration estimating, activity resource estimating, activity

sequencing, schedule development, cost estimating, risk identification,

required skills analysis, and responsibility analysis.

As the project planning and execution proceeds, keep activity information

current. Periodically update the activity list to add work identified during the

project.

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Table of Contents

Contents

How to Use This Book (Read This First!) xi

1. Activity Definition (PMBOK® 6.1, Define Activities) 1

2. Activity Duration Estimating (PMBOK® 6.4,

Estimate Activity Durations) 4

3. Activity Resource Estimating (PMBOK® 6.3,

Estimate Activity Resources) 7

4. Activity Sequencing (PMBOK® 6.2, Sequence Activities) 10

5. Brainstorming 13

6. Canceling Projects 15

7. Cause-and-Effect Analysis 17

8. Closing Projects (PMBOK® 4.6, Close Project or Phase) 19

9. Coaching and Mentoring 21

10. Communicating Informally 23

11. Communications Planning (PMBOK® 10.2,

Plan Communications) 25

12. Conflict Resolution 27

13. Consensus-Building for Your Ideas 29

14. Constraint Management and Plan Optimization 31

15. Cost Budgeting (PMBOK® 7.2, Budget Costs) 34

16. Cost Control (PMBOK® 7.3, Control Costs) 36

17. Cost Estimating (PMBOK® 7.1, Estimate Costs) 38

18. Creative Problem-Solving 40

19. Customer Interviews 42

20. Decision-Making 44

21. Delegating Responsibility 46

22. Delphi Technique 48

17414-ProjectMgmtToolkit_2ed_17414-ProjectMgmtToolkit_2ed 9/21/09 1:20 PM Page vii

23. Earned-Value Management (EVM) 50

24. Forecasting Project Completion 53

25. Global Teams 56

26. Human Resource Planning (PMBOK® 9.1,

Develop Human Resources Plan) 60

27. Influence Without Authority 63

28. Information Distribution (PMBOK® 10.3,

Distribute Information) 66

29. Inheriting a Project 68

30. Integrated Change Control (PMBOK® 4.5,

Perform Integrated Change Control) 70

31. Issue Management 73

32. Leadership 75

33. Lessons Learned 78

34. Market Research 81

35. Matrix Teams (Cross-Functional Teams) 83

36. Meeting Execution 86

37. Meeting Planning 89

38. Motivation 91

39. Multiple Dependent Projects 93

40. Multiple Independent Projects 96

41. Negotiating Contracts 99

42. Negotiating Project Changes 102

43. Organizational Change 105

44. Organizing for Project Management 108

45. Performance Problem Resolution 110

46. Performance Reporting (PMBOK® 10.5, Report Performance) 112

47. Presentations 114

48. Problem Escalation 116

49. Process Improvement 118

50. Procurement Administration (PMBOK® 12.3,

Administer Procurements) 120

51. Procurement Close-Out (PMBOK® 12.4,

Close Procurements) 122

52. Procurement Initiation (PMBOK® 12.2,

Conduct Procurements) 124

53. Procurement Planning (PMBOK® 12.1, Plan Procurements) 128

54. Project Baseline Setting 131

55. Project Charter (PMBOK® 4.1, Develop Project Charter) 134

56. Project Infrastructure 136

57. Project Initiation 140

58. Project Life Cycle 142

59. Project Metric Implementation 146

60. Project Metric Selection 148

61. Project Objective (Mission) 152

62. Project Office 154

63. Project Plan Development (PMBOK® 4.2,

Develop Project Management Plan) 156

64. Project Plan Execution (PMBOK® 4.3, Direct and

Manage Project Execution) 159

65. Project Priorities 162

66. Project Reviews 164

67. Project Variance Analysis (PMBOK® 4.4, Monitor and

Control Project Work) 167

68. Project Vision 170

69. Qualitative Risk Analysis (PMBOK® 11.3, Perform

Qualitative Risk Analysis) 172

70. Quality Assurance (PMBOK® 8.2, Perform

Quality Assurance) 175

71. Quality Control (PMBOK® 8.3, Perform Quality Control) 177

72. Quality Planning (PMBOK® 8.1, Plan Quality) 179

73. Quantitative Risk Analysis (PMBOK® 11.4,

Perform Quantitative Risk Analysis) 181

74. Required Skills Analysis 184

75. Requirements Collection (PMBOK® 5.1,

Collect Requirements) 186

76. Resource Leveling 188

77. Responsibility Analysis 191

78. Return on Investment Analysis 193

79. Rewards and Recognition 196

80. Risk Identification (PMBOK® 11.2, Identify Risks) 198

81. Risk-Management Planning (PMBOK® 11.1,

Plan Risk Management) 201

82. Risk Monitoring and Control (PMBOK® 11.6,

Monitor and Control Risks) 203

83. Risk Response Planning (PMBOK® 11.5,

Plan Risk Responses) 205

84. Schedule Control (PMBOK® 6.6, Control Schedule) 208

85. Schedule Development (PMBOK® 6.5, Develop Schedule) 211

86. Scope Change Control (PMBOK® 5.5, Control Scope) 215

87. Scope Definition (PMBOK® 5.2, Define Scope) 218

88. Scope Verification (PMBOK® 5.4, Verify Scope) 220

89. Software Tools for Project Management 222

90. Sponsorship 225

91. Stakeholder-Expectation Management (PMBOK® 10.4,

Manage Stakeholders’ Expectations) 228

92. Stakeholder Identification (PMBOK® 10.1,

Identify Stakeholders) 230

93. Start-Up Workshop 232

94. Status Collection 234

95. Team Acquisition (PMBOK® 9.2, Acquire Project Team) 237

96. Team Development (PMBOK® 9.3, Develop Project Team) 239

97. Team Management (PMBOK® 9.4, Manage Project Team) 241

98. Transitioning to Project Leadership 243

99. Virtual Team Technical Tools 245

100. Work Breakdown Structure (PMBOK® 5.3, Create WBS) 248

Index 251

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