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The Fast Forward MBA in Project Management: The Comprehensive, Easy-to-Read Handbook for Beginners and Pros

The Fast Forward MBA in Project Management: The Comprehensive, Easy-to-Read Handbook for Beginners and Pros

by Eric Verzuh
The Fast Forward MBA in Project Management: The Comprehensive, Easy-to-Read Handbook for Beginners and Pros

The Fast Forward MBA in Project Management: The Comprehensive, Easy-to-Read Handbook for Beginners and Pros

by Eric Verzuh

Paperback(6th ed.)

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Overview

The all-inclusive guide to exceptional project management that is trusted by hundreds of thousands of readers—now updated and revised

The Fast Forward MBA in Project Management: The Comprehensive, Easy to Read Handbook for Beginners and Pros, 6th Edition is a comprehensive guide to real-world project management methods, tools, and techniques. Practical, easy-to-use, and deeply thorough, this book gives you the answers you need now. You'll find cutting-edge ideas and hard-won wisdom of one of the field's leading experts, delivered in short, lively segments that address common management issues. Brief descriptions of important concepts, tips on real-world applications, and compact case studies illustrate the most sought-after skills and pitfalls you should watch out for. This sixth edition now includes:

  • A brand-new chapter on project quality
  • A new chapter on managing media, entertainment, and creative projects
  • A new chapter on the project manager’s #1 priority: leadership
  • A new chapter with the most current practices in Change Management
  • Current PMP certification study tips

Readers of The Fast Forward MBA in Project Management also receive access to new video resources available at the author’s website.

The book teaches readers how to manage and deliver projects on-time and on-budget by applying the practical strategies and concrete solutions found within. Whether the challenge is finding the right project sponsor, clarifying project objectives, or setting realistic schedules and budget projections, The Fast Forward MBA in Project Management shows you what you need to know, the best way to do it, and what to watch out for along the way.



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Product Details

ISBN-13: 9781119700760
Publisher: Wiley
Publication date: 01/07/2021
Series: Fast Forward MBA Series
Edition description: 6th ed.
Pages: 544
Sales rank: 373,821
Product dimensions: 6.00(w) x 8.90(h) x 1.60(d)

About the Author

ERIC VERZUH is President of The Versatile Company, which provides project management training to thousands of professionals each year. His clients include major government agencies, large and small companies, and nonprofit organizations in such diverse industries as transportation, aerospace, health care, education, and information technology.

EVerzuh@VersatileCompany.com

Table of Contents

Acknowledgments xiii

About the Author xv

Preface xvii

Part 1 Introduction

Chapter 1—Project Management: A Platform For Innovation 2

A Timeless Leadership Toolset 3

Project Management is Keeping Pace with Global Change 4

Project Management is an Essential Leadership Skillset 5

Successful Projects Deliver Value 6

The Art and Science of Project Leadership 6

A Practical Checklist for Successful Projects: How This Book Will Help You 8

Beyond the Book: Tools for Application and Continuous Learning 12

End Point 13

Stellar Performer: OrthoSpot 14

Stellar Performer: PM4NGOs 15

Chapter 2—Project Leadership: People Before Process 16

The Project Leadership Challenge 17

Build a Team Culture Suited to a Journey of Discovery 19

Temporary Teams Form Before They Perform 21

Build Personal Authority and Influence 24

Project Leaders Need Political Savvy 25

Your Decision to Lead 26

End Point 28

Chapter 3—Foundation Principles of Project Management 29

Projects Require Project Management 29

How a Project is Defined 30

The Challenge of Managing Projects 31

The Evolution of a Discipline 32

The Definition of Project Success 36

Project Management Functions 38

Project Life Cycle 40

Organizing for Projects 43

Project Managers Are Leaders 44

End Point 45

Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46

Chapter 4—Agile and Waterfall: Choose A Development Process 51

Defining Value: A New Lens for Judging Projects Informs the Development Process 52

Choose a Product Development Process That Delivers Value 53

Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57

A Development Process is Not Project Management 58

Waterfall or Agile: Which Delivers the Best Value? 58

Common Agile Practices 63

Common Agile Benefits 65

Choosing Between Agile and Waterfall Development 67

Innovation Projects Experiment to Discover Desirability and Viability 69

Product Development Methods Influence Project Management 70

End Point 71

Stellar Performer: The Lean Startup Innovation Movement 72

Part 2 Defining The Project

Chapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78

Project Initiation’s Place in the Project Life Cycle 79

A Mini-Analysis Phase or a Complete Project 79

The Role of a Project Manager in Project Initiation 80

A Business Case Defines the Future Business Value 81

Business Risk and Project Risk 82

Managing Requirements is Tightly Linked to Project Initiation 82

Common Principles for Project Initiation 84

Project Selection and Prioritization 89

Basic Business Case Content 90

Designing a Realistic Initiation Process 94

Project Leadership: Focus on Value 94

End Point 95

Fast Foundation in Project Management 95

Stellar Performer: The Logical Framework Approach 96

Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105

Stakeholder Focus Throughout the Life of the Project 106

Stakeholder Management is Risk Management for People 108

Stakeholder Roles on Every Project 109

Stakeholder Roles: Project Manager 109

Stakeholder Roles: Project Team 110

Stakeholder Roles: Management 111

Stakeholder Roles: The Customer 114

Affected Stakeholders Can Make Crucial Contributions 116

Engage Affected Stakeholders 118

Lead the Stakeholders 118

End Point 119

Fast Foundation in Project Management 119

Chapter 7—Write The Rules: Manage Expectations and Define Success 121

Project Rules Are the Foundation 122

Publish a Project Charter 124

Write a Project Charter 126

Responsibility Matrix 134

End Point 136

Fast Foundation in Project Management 138

Part 3 The Planning Process

Chapter 8—Risk Management: Minimize The Threats To Your Project 143

All Project Management is Risk Management 145

The Risk Management Framework 147

Step One: Identify the Risks 149

Step Two: Analyze and Prioritize the Risks 153

Step Three: Develop Response Plans 159

Step Four: Establish Contingency and Reserve 165

Step Five: Continuous Risk Management 166

Unexpected Leadership 167

End Point 168

Fast Foundation in Project Management 168

Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170

Defining the Work Breakdown Structure 171

Building a Work Breakdown Structure 175

Criteria for a Successful Work Breakdown Structure 177

Work Package Size 181

When Very Small Tasks Make Sense 182

Planning for Quality 183

Breaking Down Large Programs 184

Contractors or Vendors Can Provide a WBS 185

End Point 186

Chapter 10—Realistic Scheduling 188

Planning Overview 189

Planning Step Two: Identify Task Relationships 190

Planning Step Three: Estimate Work Packages 195

Planning Step Four: Calculate an Initial Schedule 201

Planning Step Five: Assign and Level Resources 208

Small Projects Need Smaller Plans 220

End Point 221

Fast Foundation in Project Management 222

Chapter 11—Manage Agile Development With Scrum 223

Scrum is a Framework 225

Scrum at a Glance 225

Managing the Product Backlog 230

Make the Plan Visible: Task Boards and Burndown Charts 232

Key Factors for Scrum to Be Effective 235

Scrum and Project Management 236

End Point 236

Chapter 12—The Art and Science of Accurate Estimating 238

Estimating Fundamentals 239

Estimating Techniques 245

Building the Detailed Budget Estimate 255

Generating the Cash Flow Schedule 262

End Point 263

Fast Foundation in Project Management 264

Stellar Performer: Tynet, Inc. 265

Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269

Three Levels of Balancing a Project 270

Balancing at the Project Level 271

Balancing at the Business Case Level 281

Balancing at the Enterprise Level 285

End Point 286

Stellar Performer: Seattle Mariners Baseball Park 287

Stellar Performer: Boeing 767-400ER Program 291

Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294

Lessons from Film, Television, and Video Production 295

Lessons from Creating Video Games 299

Lessons from Music Production 302

Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305

End Point 310

Stellar Performer: Flexible Life Cycle Transcends Industries 311

Part 4 Controlling The Project

Chapter 15—Build A High-Performance Project Team 314

A Framework for Building High-Performance Teams 318

Leadership Responsibilities 323

Building a Positive Team Culture 324

Ground Rules 325

Team Identity 326

Team Listening Skills 331

Meeting Management 335

Collaborative Problem-Solving 337

Problem Analysis 338

Decision Modes 340

Conflict Management 345

Continuous Learning 348

Job Satisfaction 353

End Point 353

Fast Foundation in Project Management 354

Stellar Performer: Habitat for Humanity 355

Chapter 16—Communicate With Project Stakeholders 357

Embrace Your Role as a Leader 358

Creating a Communication Plan 358

Communicating Within the Project Team 365

Virtual Teams Benefit from Formal Communication 371

Closeout Reporting 374

End Point 375

Fast Foundation in Project Management 376

Stellar Performer: Lockheed Martin Aeronautics 377

Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381

Why the People Side Matters 382

Outcomes Desired: Individual Change Management Using ADKAR 385

Actions Required: Organizational Change Management 389

Roles: Who Does Change Management 391

End Point 392

Chapter 18—Control Scope To Deliver Value 393

The Change Control Process 394

Configuration Management 400

Change Control is Essential for Managing Expectations 402

End Point 402

Fast Foundation in Project Management 402

Chapter 19—Measure Progress 404

Measuring Schedule Performance 404

Measuring Cost Performance 409

Earned Value Reporting 411

Escalation Thresholds 419

Cost and Schedule Baselines 421

End Point 423

Chapter 20—Solve Common Project Problems 425

Responsibility Beyond Your Authority 425

Disaster Recovery 426

When the Customer Delays the Project 427

The Impossible Dream 428

Fighting Fires 429

Managing Volunteers 429

End Point 430

Part 5 Advancing Your Practice of Project Management

Chapter 21—Enterprise Project Management: Align Projects With Strategy 433

Defining Enterprise Project Management 435

Three Tiers of Management Within EPM: Portfolio, Program, Project 436

The Four Components of EPM: Process, People, Technology, PMO 440

Establish Consistent EPM Processes 441

Technology Enables EPM Processes 444

The People Who Deliver Projects 447

Support Project Management: The Project Management Office 448

End Point 456

Stellar Performer: Bill & Melinda Gates Foundation 458

Chapter 22—Requirements: Describe The Solution Target 465

Requirements and Project Management Are Intimately Connected 466

Requirement Types Illustrate the Evolving Product Vision 467

Requirements Scope and Processes 469

Requirements Development Activities 471

Requirements Management Activities 474

The Audience for Requirements 476

End Point 478

Chapter 23—Use The Quality Discipline To Hit The Target 480

The Cost of Quality 481

Build the Quality Discipline into a Project 483

Quality Assurance and Quality Control 485

Quality Practices Improve Requirements 487

The Quality Discipline Improves Processes 488

Quality is an Organizational Commitment 490

End Point 491

Chapter 24—Pass The Pmp Exam 493

Requirements to Earn the PMP 494

Top 10 Study Tips for the PMP Exam 494

End Point 497

Appendix A: Forms Available Online 498

Appendix B: The Detailed Planning Model 499

Notes 508

Index 511

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