Project Management All-in-One For Dummies

Project Management All-in-One For Dummies

by Stanley E. Portny
Project Management All-in-One For Dummies

Project Management All-in-One For Dummies

by Stanley E. Portny


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Your ultimate go-to project management bible

Perform Be Agile! Time-crunch! Right now, the business world has never moved so fast and project managers have never been so much in demand--the Project Management Institute has estimated that industries will need at least 87 million employees with the full spectrum of PM skills by 2027. To help you meet those needs and expectations in time, Project Management All-in-One For Dummies provides with all the hands-on information and advice you need to take your organizational, planning, and execution skills to new heights.

Packed with on-point PM wisdom, these 7 mini-books--including the bestselling Project Management and Agile Project Management For Dummies--help you and your team hit maximum productivity by razor-honing your skills in sizing, organizing, and scheduling projects for ultimate effectiveness. You'll also find everything you need to overdeliver in a good way when choosing the right tech and software, assessing risk, and dodging the pitfalls that can snarl up even the best-laid plans.

  • Apply formats and formulas and checklists
  • Manage Continuous Process Improvement
  • Resolve conflict in teams and hierarchies
  • Rescue distressed projects

  • Product Details

    ISBN-13: 9781119700265
    Publisher: Wiley
    Publication date: 10/13/2020
    Series: For Dummies Books
    Pages: 608
    Sales rank: 405,778
    Product dimensions: 7.30(w) x 9.20(h) x 1.20(d)

    About the Author

    Stanley E. Portny, PMP

    Mark C. Layton, MBA2, CST, PMP, SAFe SPC

    Steven J. Ostermiller, CSP, PMP

    Nick Graham

    Cynthia Snyder Dionisio

    David Morrow, CSP, ICP-ACC

    Doug Rose, CSP-SM, PMI-ACP, PMP, SAFe SPC

    Table of Contents

    Introduction 1

    About This Book 1

    Foolish Assumptions 2

    Icons Used in This Book 2

    Beyond the Book 3

    Where to Go from Here 3

    Book 1: In the Beginning: Project Management Basics 5

    Chapter 1: Achieving Results with Project Management 7

    Determining What Makes a Project a Project 7

    Understanding the three main components that define a project 8

    Recognizing the diversity of projects 10

    Describing the four phases of a project life cycle 10

    Defining Project Management 12

    Starting with the initiating processes 13

    Outlining the planning processes 14

    Examining the executing processes 15

    Surveying the monitoring and controlling processes 16

    Ending with the closing processes 17

    Knowing the Project Manager’s Role 17

    Looking at the project manager’s tasks 18

    Staving off excuses for not following a structured project-management approach 18

    Avoiding shortcuts 19

    Staying aware of other potential challenges 20

    Chapter 2: Involving the Right People 23

    Understanding Your Project’s Stakeholders 24

    Developing a Stakeholder Register 24

    Starting your stakeholder register 25

    Ensuring your stakeholder register is complete and up to date 28

    Using a stakeholder register template 30

    Determining Whether Stakeholders Are Drivers, Supporters, or Observers 31

    Distinguishing the different groups 32

    Deciding when to involve your stakeholders 33

    Using different methods to involve your stakeholders 36

    Making the most of your stakeholders’ involvement 37

    Displaying Your Stakeholder Register 38

    Confirming Your Stakeholders’ Authority 39

    Assessing Your Stakeholders’ Power and Interest 40

    Chapter 3: Developing Your Game Plan 43

    Divide and Conquer: Breaking Your Project into Manageable Chunks 43

    Thinking in detail 44

    Identifying necessary project work with a work breakdown structure 45

    Dealing with special situations 53

    Creating and Displaying Your Work Breakdown Structure 57

    Considering different schemes to create your WBS hierarchy 57

    Using one of two approaches to develop your WBS 58

    Categorizing your project’s work 60

    Labeling your WBS entries 61

    Displaying your WBS in different formats 62

    Improving the quality of your WBS 66

    Using templates 66

    Identifying Risks While Detailing Your Work 68

    Documenting What You Need to Know about Your Planned Project Work 70

    Book 2: Steering the Ship: Planning and Managing a Project 71

    Chapter 1: You Want This Project Done When? 73

    Picture This: Illustrating a Work Plan with a Network Diagram 74

    Defining a network diagram’s elements 74

    Drawing a network diagram 76

    Analyzing a Network Diagram 77

    Reading a network diagram 77

    Interpreting a network diagram 79

    Working with Your Project’s Network Diagram 84

    Determining precedence 84

    Using a network diagram to analyze a simple example 87

    Developing Your Project’s Schedule 92

    Taking the first steps 92

    Avoiding the pitfall of backing in to your schedule 93

    Meeting an established time constraint 94

    Applying different strategies to arrive at your destination in less time 95

    Estimating Activity Duration 102

    Determining the underlying factors 103

    Considering resource characteristics 103

    Finding sources of supporting information 104

    Improving activity duration estimates 104

    Displaying Your Project’s Schedule 106

    Chapter 2: Starting Your Project Team Off on the Right Foot 111

    Finalizing Your Project’s Participants 112

    Are you in? Confirming your team members’ participation 112

    Assuring that others are on board 114

    Filling in the blanks 115

    Developing Your Team 116

    Reviewing the approved project plan 117

    Developing team and individual goals 118

    Specifying team-member roles 118

    Defining your team’s operating processes 119

    Supporting the development of team-member relationships 120

    Resolving conflicts 120

    All together now: Helping your team become a smooth-functioning unit 123

    Laying the Groundwork for Controlling Your Project 125

    Selecting and preparing your tracking systems 125

    Establishing schedules for reports and meetings 126

    Setting your project’s baseline 127

    Hear Ye, Hear Ye! Announcing Your Project 127

    Setting the Stage for Your Post-Project Evaluation 128

    Chapter 3: Monitoring Progress and Maintaining Control 129

    Holding the Reins: Project Control 130

    Establishing Project Management Information Systems 131

    The clock’s ticking: Monitoring schedule performance 132

    All in a day’s work: Monitoring work effort 138

    Follow the money: Monitoring expenditures 143

    Putting Your Control Process into Action 147

    Heading off problems before they occur 147

    Formalizing your control process 148

    Identifying possible causes of delays and variances 149

    Identifying possible corrective actions 150

    Getting back on track: Rebaselining 151

    Reacting Responsibly When Changes Are Requested 151

    Responding to change requests 152

    Creeping away from scope creep 153

    Chapter 4: Bringing Your Project to Closure 155

    Staying the Course to Completion 156

    Planning ahead for your project’s closure 156

    Updating your initial closure plans when you’re ready to wind down the project 157

    Charging up your team for the sprint to the finish line 158

    Handling Administrative Issues 158

    Providing a Smooth Transition for Team Members 159

    Surveying the Results: The Post-Project Evaluation 160

    Preparing for the evaluation throughout the project 161

    Setting the stage for the evaluation meeting 162

    Conducting the evaluation meeting 163

    Following up on the evaluation 165

    Book 3: Helping Out: Using Tools on a Project 167

    Chapter 1: Considering Checklists and Templates 169

    Using Checklists Properly 170

    Understanding Checklist Types 171

    Trying Templates 172

    Reviewing Project Structure 173

    Kicking off the project 173

    Doing the planning 175

    Delivering project products 175

    Closing the project 176

    Evaluating the project 176

    Chapter 2: The Key Documents for Managing a Project 179

    Kicking Off 180

    Project Planning 180

    The major planning documents 180

    The logs 181

    Control checklists 182

    Controlling a Project 183

    Thinking About What You Need 184

    Chapter 3: Working with Microsoft Project 2019 185

    Connecting Project 2019 to Project Management 186

    Defining “project manager” 187

    Identifying what a project manager does 187

    Introducing Project 2019 188

    Getting to Know You 189

    Opening Project 2019 189

    Navigating Ribbon tabs and the Ribbon 191

    Displaying more tools 194

    An Updated Feature: Tell Me What You Want to Do 196

    Chapter 4: Surveying Cool Shortcuts in Project 2019 197

    Task Information 197

    Resource Information 198

    Frequently Used Functions 199

    Subtasks 200

    Quick Selections 200

    Fill Down 200

    Navigation 200

    Hours to Years 201

    Timeline Shortcuts 201

    Quick Undo and Repeat 202

    Book 4: A New Method: Agile Project Management 203

    Chapter 1: Applying the Agile Manifesto and Principles 205

    Understanding the Agile Manifesto 205

    Outlining the Four Values of the Agile Manifesto 208

    Value 1: Individuals and interactions over processes and tools 209

    Value 2: Working software over comprehensive documentation 210

    Value 3: Customer collaboration over contract negotiation 212

    Value 4: Responding to change over following a plan 213

    Defining the 12 Agile Principles 214

    Agile principles of customer satisfaction 216

    Agile principles of quality 218

    Agile principles of teamwork 220

    Agile principles of product development 222

    Adding the Platinum Principles 226

    Resisting formality 226

    Thinking and acting as a team 227

    Visualizing rather than writing 228

    Seeing Changes as a Result of Agile Values 229

    Taking the Agile Litmus Test 230

    Chapter 2: Defining the Product Vision and Product Roadmap 233

    Agile Planning 234

    Progressive elaboration 236

    Inspect and adapt 237

    Defining the Product Vision 237

    Step 1: Developing the product objective 239

    Step 2: Creating a draft vision statement 239

    Step 3: Validating and revising the vision statement 241

    Step 4: Finalizing the vision statement 242

    Creating a Product Roadmap 243

    Step 1: Identifying product stakeholders 244

    Step 2: Establishing product requirements 245

    Step 3: Arranging product features 245

    Step 4: Estimating efforts and ordering requirements 247

    Step 5: Determining high-level time frames 250

    Saving your work 250

    Completing the Product Backlog 251

    Chapter 3: Planning Releases and Sprints 253

    Refining Requirements and Estimates 253

    What is a user story? 254

    Steps to create a user story 256

    Breaking down requirements 260

    Estimation poker 262

    Affinity estimating 265

    Release Planning 267

    Preparing for Release 271

    Preparing the product for deployment 271

    Prepare for operational support 272

    Preparing the organization 273

    Preparing the marketplace 274

    Sprint Planning 275

    The sprint backlog 276

    The sprint planning meeting 277

    Chapter 4: Working throughout the Day 285

    Planning Your Day: The Daily Scrum 285

    Covering important topics 286

    Ensuring an effective meeting 287

    Tracking Progress 289

    The sprint backlog 289

    The task board 292

    Understanding Agile Roles in the Sprint 294

    Keys for daily product owner success 295

    Keys for daily development team member success 296

    Keys for daily scrum master success 297

    Keys for daily stakeholder success 298

    Keys for daily agile mentor success 298

    Creating Shippable Functionality 299

    Elaborating 300

    Developing 300

    Verifying 301

    Identifying roadblocks 304

    Implementing Information Radiators 305

    Wrapping Up at the End of the Day 307

    Chapter 5: Showcasing Work, Inspecting, and Adapting 309

    The Sprint Review 309

    Preparing to demonstrate 310

    The sprint review meeting 311

    Collecting feedback in the sprint review meeting 314

    The Sprint Retrospective 315

    Planning for retrospectives 317

    The retrospective meeting 317

    Inspecting and adapting 319

    Book 5: A Popular Agile Approach: Running a Scrum Project 321

    Chapter 1: The First Steps of Scrum 323

    Getting Your Scrum On 323

    Show me the money 324

    I want it now 325

    I’m not sure what I want 326

    Is that bug a problem? 327

    Your company’s culture 327

    The Power in the Product Owner 327

    Why Product Owners Love Scrum 329

    The Company Goal and Strategy: Stage 1 331

    Structuring your vision 332

    Finding the crosshair 333

    The Scrum Master 333

    Scrum master traits 334

    Scrum master as servant leader 335

    Why scrum masters love scrum 335

    Common Roles Outside Scrum 336

    Stakeholders 336

    Scrum mentors 337

    Chapter 2: Planning Your Project 339

    The Product Roadmap: Stage 2 339

    Take the long view 340

    Use simple tools 341

    Create your product roadmap 342

    Set your time frame 343

    Breaking Down Requirements 345

    Prioritization of requirements 345

    Levels of decomposition 346

    Seven steps of requirement building 346

    Your Product Backlog 347

    The dynamic to-do list 349

    Product backlog refinement 349

    Other possible backlog items 353

    Product Backlog Common Practices 354

    User stories 354

    Further refinement 357

    Chapter 3: The Talent and the Timing 359

    The Development Team 360

    The uniqueness of scrum development teams 360

    Dedicated teams and cross-functionality 361

    Self-organizing and self-managing 362

    Co-locating or the nearest thing 364

    Getting the Edge on Backlog Estimation 365

    Your Definition of Done 365

    Common Practices for Estimating 367

    Fibonacci numbers and story points 368

    Velocity 374

    Chapter 4: Release and Sprint Planning 377

    Release Plan Basics: Stage 3 378

    Prioritize, prioritize, prioritize 380

    Release goals 382

    Release sprints 383

    Release plan in practice 384

    Sprinting to Your Goals 386

    Defining sprints 386

    Planning sprint length 387

    Following the sprint life cycle 388

    Planning Your Sprints: Stage 4 389

    Sprint goals 389

    Phase I 390

    Phase II 391

    Your Sprint Backlog 392

    The burndown chart benefit 392

    Setting backlog capacity 394

    Working the sprint backlog 395

    Prioritizing sprints 397

    Chapter 5: Getting the Most Out of Sprints 399

    The Daily Scrum: Stage 5 400

    Defining the daily scrum 400

    Scheduling a daily scrum 402

    Conducting a daily scrum 402

    Making daily scrums more effective 403

    The Team Task Board 404

    Swarming 406

    Dealing with rejection 407

    Handling unfinished requirements 408

    The Sprint Review: Stage 6 409

    The sprint review process 410

    Stakeholder feedback 411

    Product increments 412

    The Sprint Retrospective: Stage 7 412

    The sprint retrospective process 413

    The Derby and Larsen process 414

    Inspection and adaptation 416

    Chapter 6: Inspect and Adapt: How to Correct Your Course 417

    The Need for Certainty 417

    The Feedback Loop 418

    Transparency 419

    Antipatterns 421

    External Forces 421

    In-Flight Course Correction 422

    Testing in the Feedback Loop 423

    A Culture of Innovation 423

    Book 6: The Next Level: Enterprise Agility 425

    Chapter 1: Taking It All In: The Big Picture 427

    Defining Agile and Enterprise Agility 427

    Understanding agile product delivery 428

    Defining “enterprise agility” 431

    Checking out popular enterprise agile frameworks 432

    Practicing as much agile as your organization can tolerate 434

    Achieving Enterprise Agility in Three Not-So-Easy Steps 435

    Step 1: Review the top enterprise agile frameworks 435

    Step 2: Identify your organization’s existing culture 436

    Step 3: Create a strategy for making big changes 437

    Chapter 2: Sizing Up Your Organization 443

    Committing to Radical Change 444

    Understanding What Culture is and Why It’s So Difficult to Change 445

    Figuring out why culture is so entrenched 445

    Avoiding the common mistake of trying to make agile fit your organization 447

    Identifying Your Organization’s Culture Type 447

    Running with the wolf pack in a control culture 450

    Rising with your ability in a competence culture 452

    Nurturing your interns in a cultivation culture 454

    Working it out together in a collaboration culture 456

    Laying the Groundwork for a Successful Transformation 458

    Appreciating the value of an agile organization 459

    Clarifying your vision 460

    Planning for your transformation 461

    Chapter 3: Driving Organizational Change 463

    Choosing an Approach: Top-Down or Bottom-Up 464

    Driving Change from Top to Bottom with the Kotter Approach 465

    Step 1: Create a sense of urgency around a Big Opportunity 466

    Step 2: Build and evolve a guiding coalition 467

    Step 3: Form a change vision and strategic initiatives 468

    Step 4: Enlist a volunteer army 469

    Step 5: Enable action by removing barriers 470

    Step 6: Generate (and celebrate) short-term wins 471

    Step 7: Sustain acceleration 471

    Step 8: Institute change 472

    Improving your odds of success 472

    Driving a Grassroots Change: A Fearless Approach 473

    Recruiting a change evangelist 474

    Changing without top-down authority 474

    Making change a self-fulfilling prophecy 476

    Looking for change patterns 476

    Recruiting innovators and early adopters 477

    Tailoring your message 477

    Steering clear of change myths 478

    Overcoming Obstacles Related to Your Organization’s Culture 480

    Seeing how culture can sink agile 480

    Acknowledging the challenge 481

    Prioritizing the challenge 482

    Gaining insight into motivation 482

    Chapter 4: Putting It All Together: Taking Steps toward an Agile Enterprise 485

    Step 1: Identifying Your Organization’s Culture 486

    Step 2: Listing the Strengths and Challenges with Changing Your Culture 488

    Step 3: Selecting the Best Approach to Organizational Change Management 491

    Step 4: Training Managers on Lean Thinking 491

    Step 5: Starting a Lean-Agile Center of Excellence (LACE) 493

    Step 6: Choosing a High-Level Value Stream 494

    Step 7: Assigning a Budget to the Value Stream 496

    Step 8: Selecting an Enterprise Agile Framework 497

    Step 9: Shifting from Detailed Plans to Epics 499

    Step 10: Respecting and Trusting Your People 500

    Book 7: Making It Official: PMP Certification 503

    Chapter 1: Introducing the PMP Exam 505

    Going Over the PMP Exam Blueprint 506

    Knowledge and skills 506

    Code of ethics and professional conduct 506

    Exam scoring 507

    Digging into the Exam Domains 507

    Initiating the project 507

    Planning the project 508

    Executing the project 509

    Monitoring and controlling the project 509

    Closing the project 509

    Applying for and Scheduling the Exam 510

    Surveying the application process 510

    Scheduling your exam 512

    Taking the Exam 512

    Arriving on exam day 513

    Looking at types of questions 514

    Trying some exam-taking tips 516

    Getting your results 516

    Preparing for the Exam 516

    Chapter 2: It’s All about the Process 519

    Managing Your Project is a Process 519

    Understanding Project Management Process Groups 521

    Before the Project Begins 523

    Initiating processes 523

    Planning processes 525

    Executing processes 529

    Monitoring and Controlling processes 531

    Closing processes 532

    The Ten Knowledge Areas 534

    Project Integration Management 534

    Project Scope Management 535

    Project Schedule Management 535

    Project Cost Management 536

    Project Quality Management 536

    Project Resource Management 536

    Project Communications Management 537

    Project Risk Management 537

    Project Procurement Management 538

    Project Stakeholder Management 538

    Mapping the Processes 539

    Chapter 3: Reviewing the PMI Code of Ethics and Professional Conduct 541

    Beginning with the Basics of the Code 542

    Responsibility 543

    Responsibility aspirational standards 543

    Responsibility mandatory standards 544

    Respect 545

    Respect aspirational standards 545

    Respect mandatory standards 546

    Fairness 547

    Fairness aspirational standards 547

    Fairness mandatory standards 548

    Honesty 549

    Honesty aspirational standards 549

    Honesty mandatory standards 550

    Keeping Key Terms in Mind 551

    Index 553

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