| About the authors | | v | |
| Acknowledgements | | vi | |
| Preface to the Second Edition' | | xiii | |
| | xiv | |
| An introductory case study | | xvii | |
| | 1 | |
| | 2 | |
| What's new about the new Edition |
| | 3 | |
| What do project managers really want? |
| | 3 | |
| Emerging Standards for project management |
| | 4 | |
| Project managements is founded on common sense |
| | 5 | |
| How readers can use this book |
| | 6 | |
| What kinds of project is this book aimed at? |
| | 6 | |
| Project management's nine knowledge areas |
| | 7 | |
| Project as a distinct class of activity |
| | 8 | |
| | 15 | |
| The Project management lifecycle |
| | 16 | |
| | 17 | |
| | 18 | |
| Project organization, people and management |
| | 19 | |
| | 20 | |
| Structure of this Chapter |
| | 20 | |
| | 20 | |
| Main kinds of organization and consequences for project management |
| | 22 | |
| Project management system |
| | 27 | |
| Project organization and project roles |
| | 29 | |
| Managing the project team |
| | 39 | |
| | 49 | |
| | 60 | |
| | 60 | |
| | 61 | |
| Project management processes |
| | 63 | |
| | 64 | |
| Process groups---rationale and general principles |
| | 64 | |
| The initiating process group |
| | 70 | |
| The planning process group |
| | 74 | |
| The executing process group |
| | 77 | |
| The monitoring and controlling process group |
| | 79 | |
| The Closing Process group |
| | 81 | |
| | 83 | |
| | 84 | |
| Project integration management |
| | 85 | |
| | 86 | |
| What is project integration management? |
| | 86 | |
| The role of integration in project management |
| | 87 | |
| A First look at project integration management |
| | 88 | |
| Processes and process groups of integration management |
| | 91 | |
| | 94 | |
| Develop preliminary project scope statement |
| | 103 | |
| Develop project management plan |
| | 104 | |
| | 115 | |
| Direct and manage project execution |
| | 119 | |
| Other project integration management tools and techniques |
| | 122 | |
| | 139 | |
| | 140 | |
| | 141 | |
| | 143 | |
| | 144 | |
| What is project scope management? |
| | 144 | |
| Principles of project scope management |
| | 145 | |
| | 147 | |
| | 148 | |
| Create work breakdown structure |
| | 149 | |
| | 151 | |
| | 152 | |
| | 154 | |
| Scope management process in action |
| | 155 | |
| | 156 | |
| | 159 | |
| | 160 | |
| | 160 | |
| Time management in projects |
| | 160 | |
| | 161 | |
| Project time management process group |
| | 162 | |
| | 163 | |
| | 166 | |
| Activity resource estimating |
| | 169 | |
| Activity duration estimating |
| | 171 | |
| | 173 | |
| | 177 | |
| Meetings and time management |
| | 179 | |
| | 181 | |
| | 183 | |
| | 184 | |
| | 184 | |
| | 185 | |
| The importance of costs and financial knowledge |
| | 185 | |
| | 186 | |
| Five rules of thumb for estimating costs |
| | 187 | |
| | 188 | |
| Cost management process groups |
| | 188 | |
| | 189 | |
| | 195 | |
| | 196 | |
| | 196 | |
| | 198 | |
| | 199 | |
| | 201 | |
| | 202 | |
| An introduction to the concept of quality |
| | 202 | |
| Quality management---an overview of the knowledge area |
| | 207 | |
| Quality and quality management defined |
| | 208 | |
| | 209 | |
| The difference between quality assurance and quality control |
| | 216 | |
| | 229 | |
| | 230 | |
| | 231 | |
| People management (human resource) |
| | 233 | |
| | 234 | |
| | 234 | |
| Project HR management processes |
| | 235 | |
| | 236 | |
| | 239 | |
| | 240 | |
| | 242 | |
| | 243 | |
| | 244 | |
| Project communications management |
| | 245 | |
| | 246 | |
| why communication is important in projects |
| | 246 | |
| Some problems of project communication |
| | 247 | |
| Ten principles of project communication |
| | 248 | |
| A systematic approach to communications management |
| | 255 | |
| | 266 | |
| | 267 | |
| | 269 | |
| | 270 | |
| What is project risk management? |
| | 270 | |
| Risk management principles |
| | 272 | |
| | 273 | |
| | 277 | |
| Quantitative risk analysis |
| | 280 | |
| Quantitative risk analysis |
| | 282 | |
| | 285 | |
| Risk monitoring and Control |
| | 287 | |
| | 290 | |
| Project procurement management |
| | 293 | |
| | 294 | |
| What is project procurement management |
| | 294 | |
| Why bother with procurement management |
| | 295 | |
| How does procurement management fit in the process groups? |
| | 295 | |
| Critical factors in procurement |
| | 296 | |
| Steps in project procurement management |
| | 297 | |
| | 301 | |
| Contracts statement of work |
| | 303 | |
| | 304 | |
| Contract change control system |
| | 306 | |
| The project manager's role |
| | 306 | |
| The special problems of IT procurement |
| | 308 | |
| Centralized/decentralized contracting |
| | 309 | |
| | 309 | |
| | 310 | |
| Professional responsibility |
| | 311 | |
| | 312 | |
| What is a profession? What is professional responsibility |
| | 312 | |
| The business case for professional responsibility |
| | 314 | |
| The PMI and professional responsibility |
| | 314 | |
| | 315 | |
| | 316 | |
| | 316 | |
| Appendix A: The Critical Chain method |
| | 31 | |
| Understanding activity durations |
| | 317 | |
| Critical chain and activity durations |
| | 318 | |
| Focus on critical activities |
| | 321 | |
| The project buffer as a diagnostic |
| | 324 | |
| | 325 | |
| | 326 | |
| Appendix B: Benefits management |
| | 327 | |
| | 327 | |
| | 327 | |
| | 329 | |
| | 329 | |
| Appendix C: PMI EXAM Preparation |
| | 331 | |
| | 331 | |
| What are the credentials offered by the PM? |
| | 331 | |
| | 332 | |
| | 333 | |
| Preparing for and sitting the exam |
| | 335 | |
| | 336 | |
| Afterword: Ten top tips for managing projects | | 341 | |
| Index | | 347 | |
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