The Rational Project Manager E-Book

A. Longman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 269

Veröffentlichungsjahr: 2015

Beschreibung

This comprehensive exploration of the project management processpresents the tools, steps, and processes of project management anduncovers the critical thinking -- the why -- vital to projectmanagement excellence. Incorporating Kepner-Tregoe?s renowned andeffective problem-solving and decision-making processes, the bookguides you through the core activities of projectmanagement?planning, solving problems, making decisions, andassessing risk. It positions projects within an organization?s"performance environment," an understanding of which is essentialfor effective team performance and alignment. Offering acombination of overarching insights into organizational dynamics,as well as specific processes and practices for effectivemanagement, this is a resource no project leader -- and no projectteam member -- should be without.

Leseprobe

The Rational Project Manager

A THINKING TEAM’S GUIDE TO GETTING WORK DONE

Andrew Longman

Jim Mullins

KEPNER-TREGOE, INC.

Copyright © 2005 by Kepner-Tregoe, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Longman, Andrew, 1959–  The rational project manager : a thinking team's guide to getting work done / Andrew Longman, James Mullins.  p. cm.  ISBN 0-471-72146-8 (cloth)  1. Project management. I. Mullins, James, 1973– II. Title.  HD69.P75.L66 2005  658.4′04—dc22

2004027083

CONTENTS

Chapter 1: the missing pieces of the project management puzzle

Project Management as the New Imperative

Project Management Unplugged

Project Management in Action

The Stuff of Projects

Today's Projects: What Makes Them Different?

Today's Game is Speed

Disembodied Goals

The Ebb and Flow of Today's Teams

The Competition for Resources

The Revolving Door

The Penchant for Complexity

Projects Aren't Going Away

The Missing Pieces of the Project Management Puzzle

What's Ahead

Notes

Chapter 2: project definition

Why Are We Doing This Project?

State the Project

Develop Objectives

Develop the Work Breakdown Structure

Identify Resource Requirements

Additional Definition Topics

Chapter 3: project planning

Assign Responsibility

Sequence Deliverables

Schedule Deliverables

Schedule Resources

Protect and Enhance the Plan

Enhance the Plan

Additional Planning Topics

Planning Summary

Chapter 4: project implementation

Are You Ready to Do the Work?

Start to Implement

Monitor the Project

Modify the Project

Closeout and Evaluate

Additional Implementation Topic

Implementation Summary

Chapter 5: managing people in projects

Influencing People

The Performance System

Involving People

Communicating with People

Meetings and Communication

Summary

Chapter 6: project decision making and problem solving

Situation Appraisal

Decision Analysis

Problem Analysis

Decision-Making and Problem-Solving Summary

Chapter 7: installing project management within an organization

Ensuring Systematic Use of Project Management

Installing Project Management

How Should You Install Project Management in Your Organization?

A Final Word on Project Management

Index

EULA

List of Illustrations

Chapter 2

Example 2.1 Project Objectives

Example 2.2 Work Breakdown Structure—Indented Outline

Example 2.3 Work Breakdown Structure—Tree Diagram

Example 2.4 Resource Requirements

Chapter 3

Example 3.1 Responsibility Assignment Matrix

Example 3.2 Performance Expectations for the Facilities Manager

Example 3.3 Precedence Table

Example 3.4 Activity-on-Node or Precedence Diagramming Method

Example 3.5 Activity-on-Arrow or Arrow Diagramming Method

Example 3.6 Activity-on-Node Network Diagram

Example 3.7 Network with Probabilistic Branching and Looping

Example 3.8 Gantt Chart

Example 3.9 Resource Loading and Leveling

Example 3.10 Revised Gantt Chart

Example 3.11 Protect the Plan

Example 3.12 Enhance the Plan

Example 3.13 Critical Path Method

Example 3.14 Calculating PERT

Chapter 4

Example 4.1 Ground Rules

Example 4.2 Project Baseline Schedule

Example 4.3 Time Variance

Example 4.4 Cost Variance

Example 4.5 Work Variance

Example 4.6 Actual Schedule

Example 4.7 Closeout Report

Example 4.8 Earned Value Analysis

Total Allocated Budget

Chapter 5

Example 5.1 The Performance System Model

Example 5.2 The Performance System Example

Example 5.3 The Managing Involvement Leadership Tree

Chapter 6

Example 6.1 Situation Appraisal—Clarification and Priority

Example 6.2 Situation Appraisal—Action Plan

Example 6.3 Decision Analysis—Objectives

Example 6.4 Decision Analysis—Alternatives

Example 6.5 Decision Analysis—Risks

Example 6.6 Problem Specification Questions

Example 6.7 Problem Analysis—Statement and Specification Problem Specification Questions

Example 6.8 Problem Analysis—Most Probable Cause

Guide

Cover

Table of Contents

Chapter 1

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Foreword

Back in 1965, when The Rational Manager was published, times may have been less turbulent, but they were no less challenging: Competitive pressures were beginning to intensify, as the Japanese and European economies rebounded from the aftermath of World War II; boom-and-bust economic cycles continued to challenge forecasters; the “Age of Acquisitions” had begun, with high-stakes financiers stalking the trail, looking for low-hanging fruit; the Cold War continued to cast its chill; Vietnam, the Kennedy and King assassinations, and tlie LSDing of America created confusion and cynicism; racial tensions were boiling; and bestsellers such as Ralph Nader's and Rachael Carson's caused great anxiety throughout corporate America.