Book description
With 200 pages of new content, the fifth edition of this popular guide gives new or veteran project managers a comprehensive overview of all of the best-of-breed project management approaches and tools today, including Traditional (Linear and Incremental), Agile (Iterative and Adaptive), and Extreme. Step-by-step instruction and practical case studies show you how to use these tools effectively to achieve better outcomes of projects at hand. Plus, the book provides full coverage on managing continuous process improvement, procurement management, managing distressed projects, and managing multiple team projects. The companion Web site includes exercises and solutions that accompany the project management instruction in the book.
Table of contents
- Copyright
- About the Author
- Credits
- Acknowledgments
- Preface to the Fifth Edition
-
Introduction
- The Contemporary Project Environment
- Challenges to Effective Project Management
- Why I Wrote This Book
- How This Book Is Organized
-
The Rationale for Using this Book Organization
- A Bottom Up Learning Experience
- Learning about Process Groups
- Learning about how Process Groups Form Life Cycle Processes
- Learning about Forming Strategies for Effective Life Cycle Management
- Learning How the Organization Can Support Effective Project Management
- Learning How to Adapt to the Realities of Projects
- How to Use this Book
- Who Should Use This Book
- Introducing the Case Study: Pizza Delivered Quickly (PDQ)
- What's on the Web Site
- Putting It All Together
-
I. Defining and Using Project Management Process Groups
-
1. What Is a Project?
- 1.1. Defining a Project
- 1.2. What Is a Program?
- 1.3. Understanding the Scope Triangle
- 1.4. Envisioning the Scope Triangle as a System in Balance
- 1.5. Managing the Creeps
- 1.6. Applying the Scope Triangle
- 1.7. The Importance of Classifying Projects
- 1.8. Putting It All Together
- 1.9. Discussion Questions
-
2. Understanding The Project Management Process Groups
- 2.1. Understanding the Fundamentals of Project Management
- 2.2. Defining the Five Process Groups
-
2.3. Defining the Nine Knowledge Areas
- 2.3.1. Mapping Knowledge Areas to Process Groups
- 2.3.2. Definition of a Project Management Life Cycle
- 2.3.3. Integration Management
- 2.3.4. Scope Management
- 2.3.5. Time Management
- 2.3.6. Cost Management
- 2.3.7. Quality Management
- 2.3.8. Human Resource Management
- 2.3.9. Communications Management
- 2.3.10. Risk Management
- 2.3.11. Procurement Management
- 2.4. Putting It All Together
- 2.5. Discussion Questions
-
3. How to Scope a Project
- 3.1. Using Tools, Templates, and Processes to Scope a Project
- 3.2. Managing Client Expectations
- 3.3. Wants versus Needs
- 3.4. Conducting Conditions of Satisfaction
- 3.5. Planning and Conducting the Project Scoping Meeting
- 3.6. Gathering Requirements
- 3.7. Building the Requirements Breakdown Structure
- 3.8. Using the RBS to Choose a Best-Fit PMLC Model
- 3.9. Diagramming Business Processes
- 3.10. Prototyping Your Solution
- 3.11. Use Cases
- 3.12. Validating the Business Case
- 3.13. Outsourcing to Vendors and Contractors
-
3.14. Procurement Management Life Cycle
-
3.14.1. Vendor Solicitation
- 3.14.1.1. Publishing a Request for Information
- 3.14.1.2. Advertising
- 3.14.1.3. Renting a Targeted List
- 3.14.1.4. Asking Previous Vendors
- 3.14.1.5. Attending Trade Shows
- 3.14.1.6. Preparing and Distributing a Request for Proposal
- 3.14.1.7. Managing RFP Questions and Responses
- 3.14.1.8. Responding to Bidder Questions
- 3.14.2. Vendor Evaluation
- 3.14.3. Vendor Selection
- 3.14.4. Vendor Contracting
- 3.14.5. Contract Management
- 3.14.6. Vendor Management
-
3.14.1. Vendor Solicitation
- 3.15. Writing an Effective Project Overview Statement
- 3.16. Gaining Approval to Plan the Project
- 3.17. Putting It All Together
- 3.18. Discussion Questions
-
4. How to Plan a Project
- 4.1. Tools, Templates, and Processes Used to Plan a Project
- 4.2. The Importance of Planning
- 4.3. Using Application Software Packages to Plan a Project
- 4.4. Planning and Conducting Joint Project Planning Sessions
-
4.5. Building the Work Breakdown Structure
- 4.5.1. Uses for the WBS
- 4.5.2. Generating the WBS
- 4.5.3. Using the WBS for Large Projects
- 4.5.4. Iterative Development of the WBS
-
4.5.5. Six Criteria to Test for Completeness in the WBS
- 4.5.5.1. Status and Completion Are Measurable
- 4.5.5.2. The Activity Is Bounded
- 4.5.5.3. The Activity Has a Deliverable
- 4.5.5.4. Time and Cost Are Easily Estimated
- 4.5.5.5. Activity Duration Is Within Acceptable Limits
- 4.5.5.6. Work Assignments Are Independent
- 4.5.5.7. The Seventh Criteria for Judging Completeness
- 4.5.5.8. Exceptions to the Completion Criteria Rule
- 4.5.6. Approaches to Building the WBS
- 4.5.7. Representing the WBS
- 4.6. Estimating
-
4.7. Constructing the Project Network Diagram
- 4.7.1. Envisioning a Complex Project Network Diagram
- 4.7.2. Benefits to Network-Based Scheduling
- 4.7.3. Building the Network Diagram Using the Precedence Diagramming Method
- 4.7.4. Dependencies
- 4.7.5. Constraints
- 4.7.6. Using the Lag Variable
- 4.7.7. Creating an Initial Project Network Schedule
- 4.7.8. Analyzing the Initial Project Network Diagram
- 4.7.9. Compressing the Schedule
- 4.7.10. Management Reserve
- 4.8. Planning for Project Risk: The Risk Management Life Cycle
- 4.9. Writing an Effective Project Proposal
- 4.10. Gaining Approval to Launch the Project
- 4.11. Putting It All Together
- 4.12. Discussion Questions
-
5. How to Launch a Project
- 5.1. Tools, Templates, and Processes Used to Launch a Project
- 5.2. Recruiting the Project Team
- 5.3. Conducting the Project Kick-Off Meeting
- 5.4. Establishing Team Operating Rules
- 5.5. Managing Scope Changes
- 5.6. Managing Team Communications
- 5.7. Assigning Resources
- 5.8. Resource-Leveling Strategies
- 5.9. Finalizing the Project Schedule
- 5.10. Writing Work Packages
- 5.11. Putting It All Together
- 5.12. Discussion Questions
-
6. How to Monitor and Control a Project
- 6.1. Tools, Templates, and Processes Used to Monitor and Control a Project
- 6.2. Establishing Your Progress Reporting System
- 6.3. Applying Graphical Reporting Tools
- 6.4. Managing the Scope Bank
- 6.5. Building and Maintaining the Issues Log
- 6.6. Managing Project Status Meetings
- 6.7. Defining a Problem Escalation Strategy
- 6.8. Gaining Approval to Close the Project
- 6.9. Putting It All Together
- 6.10. Discussion Questions
-
7. How to Close a Project
- 7.1. Tools, Templates, and Processes Used to Close a Project
- 7.2. Writing and Maintaining Client Acceptance Procedures
- 7.3. Closing a Project
- 7.4. Getting Client Acceptance
- 7.5. Installing Project Deliverables
-
7.6. Documenting the Project
- 7.6.1. Reference for Future Changes in Deliverables
- 7.6.2. Historical Record for Estimating Duration and Cost on Future Projects, Activities, and Tasks
- 7.6.3. Training Resource for New Project Managers
- 7.6.4. Input for Further Training and Development of the Project Team
- 7.6.5. Input for Performance Evaluation by the Functional Managers of the Project Team Members
- 7.7. Conducting the Post-Implementation Audit
- 7.8. Writing the Final Report
- 7.9. Celebrating Success
- 7.10. Putting It All Together
- 7.11. Discussion Questions
-
1. What Is a Project?
-
II. Establishing Project Management Life Cycles and Strategies
-
8. Project Management Landscape
- 8.1. Assessing Goal and Solution Clarity and Completeness
-
8.2. Understanding the Complexity/Uncertainty Domain of Projects
- 8.2.1. Requirements
- 8.2.2. Flexibility
- 8.2.3. Adaptability
- 8.2.4. Change
- 8.2.5. Risk vs. the Complexity/Uncertainty Domain
- 8.2.6. Team Cohesiveness vs. the Complexity/Uncertainty Domain
- 8.2.7. Communications vs. the Complexity/Uncertainty Domain
- 8.2.8. Client Involvement vs. the Complexity/Uncertainty Domain
- 8.2.9. Specification vs. the Complexity/Uncertainty Domain
- 8.2.10. Change vs. the Complexity/Uncertainty Domain
- 8.2.11. Business Value vs. the Complexity/Uncertainty Domain
- 8.3. Additional Factors Affecting the Choice of Best-Fit PMLC Model
- 8.4. Introducing Project Management Life Cycles
- 8.5. Choosing the Best-Fit PMLC Model
- 8.6. Putting It All Together
- 8.7. Discussion Questions
-
9. Traditional Project Management
- 9.1. What Is Traditional Project Management?
-
9.2. Linear Project Management Life Cycle
- 9.2.1. Definition
- 9.2.2. Characteristics
- 9.2.3. Strengths
- 9.2.4. Weaknesses
- 9.2.5. When to Use a Linear PMLC Model
- 9.2.6. Variations to the Linear PMLC Model
- 9.2.7. Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness
-
9.3. Incremental Project Management Life Cycle
- 9.3.1. Definition
- 9.3.2. Characteristics
- 9.3.3. Strengths
-
9.3.4. Weaknesses
- 9.3.4.1. The Team May Not Remain Intact Between Increments
- 9.3.4.2. This Model Requires Handoff Documentation Between Increments
- 9.3.4.3. The Model Must Follow a Defined Set of Processes
- 9.3.4.4. You Must Define Increments Based on Function and Feature Dependencies Rather Than Business Value
- 9.3.4.5. You Must Have More Client Involvement Than Linear PMLC Models
- 9.3.4.6. An Incremental PMLC Model Takes Longer Than the Linear PMLC Model
- 9.3.4.7. Partitioning the Functions May Be Problematic
- 9.3.5. When to Use an Incremental PMLC
- 9.3.6. Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness
- 9.4. Putting It All Together
- 9.5. Discussion Questions
-
10. Using Critical Chain Project Management
- 10.1. What Is the Critical Chain?
- 10.2. Variation in Duration: Common Cause versus Special Cause
- 10.3. Statistical Validation of the Critical Chain Approach
- 10.4. The Critical Chain Project Management Approach
- 10.5. Establishing Buffers
- 10.6. Using Buffers
- 10.7. Managing Buffers
- 10.8. Track Record of Critical Chain Project Management
- 10.9. Putting It All Together
- 10.10. Discussion Questions
-
11. Agile Project Management
- 11.1. What Is Agile Project Management?
-
11.2. Iterative Project Management Life Cycle
- 11.2.1. Definition of the Iterative PMLC Model
- 11.2.2. Scoping Phase of an Iterative PMLC Model
- 11.2.3. Planning Phase of an Iterative PMLC Model
- 11.2.4. Launching Phase of an Iterative PMLC Model
- 11.2.5. Monitoring and Controlling Phase of an Iterative PMLC Model
- 11.2.6. Closing Phase of an Iterative PMLC Model
- 11.2.7. Characteristics
- 11.2.8. Strengths
- 11.2.9. Weaknesses
- 11.2.10. Types of Iterative PMLC Models
- 11.2.11. When to Use an Iterative PMLC Model
-
11.3. Adaptive Project Management Life Cycle
- 11.3.1. Definition
- 11.3.2. Characteristics
- 11.3.3. Strengths
- 11.3.4. Weaknesses of the Adaptive PMLC Model
-
11.3.5. Types of Adaptive PMLC Models
- 11.3.5.1. Adaptive Software Development (ASD)
-
11.3.5.2. Adaptive Project Framework
- 11.3.5.2.1. What is the Adaptive Project Framework?
- 11.3.5.2.2. APF Core Values
- 11.3.5.2.3. Version Scope
- 11.3.5.2.4. Prioritization Approaches
- 11.3.5.2.5. Cycle Plan
- 11.3.5.2.6. Cycle Build
- 11.3.5.2.7. Client Checkpoint
- 11.3.5.2.8. The Updated Contents of the Scope Bank
- 11.3.5.2.9. Post-Version Review
- 11.3.5.2.10. Adapting APF
- 11.3.5.2.11. Implementing APF
- 11.3.5.2.12. Value of APF to Organizations
- 11.3.5.3. Dynamic Systems Development Method (DSDM)
- 11.3.5.4. Scrum
- 11.3.6. When to Use an Adaptive PMLC Model
-
11.4. Adapting and Integrating the APM Toolkit
- 11.4.1. Scoping the Next Iteration/Cycle
- 11.4.2. Planning the Next Iteration/Cycle
- 11.4.3. Launching the Next Iteration/Cycle
- 11.4.4. Monitoring and Controlling the Next Iteration/Cycle
- 11.4.5. Closing the Next Iteration/Cycle
- 11.4.6. Deciding to Conduct the Next Iteration/Cycle
- 11.4.7. Closing the Project
- 11.5. Putting It All Together
- 11.6. Discussion Questions
-
12. Extreme Project Management
- 12.1. What Is Extreme Project Management?
- 12.2. Extreme Project Management Life Cycle
- 12.3. What Is Emertxe Project Management?
- 12.4. Using the Tools, Templates, and Processes for Maximum xPM Effectiveness
- 12.5. Putting It All Together
- 12.6. Discussion Questions
-
8. Project Management Landscape
-
III. Building an Effective Project Management Infrastructure
-
13. Establishing and Maturing a Project Support Office
- 13.1. Background of the Project Support Office
- 13.2. Defining a Project Support Office
- 13.3. Naming the Project Support Office
- 13.4. Establishing Your PSO's Mission
- 13.5. Framing PSO Objectives
- 13.6. Exploring PSO Support Functions
- 13.7. Selecting PSO Organizational Structures
- 13.8. Understanding the Organizational Placement of the PSO
-
13.9. Determining When You Need a Project Support Office
-
13.9.1. The Standish Group Report
- 13.9.1.1. User Involvement
- 13.9.1.2. Executive Management Support
- 13.9.1.3. Clear Business Objectives
- 13.9.1.4. Agile Optimization
- 13.9.1.5. Emotional Maturity
- 13.9.1.6. Project Management Expertise
- 13.9.1.7. Financial Management
- 13.9.1.8. Skilled Resources
- 13.9.1.9. Formal Methodology
- 13.9.1.10. Tools and Infrastructure
- 13.9.2. Spotting Symptoms That You Need a PSO
-
13.9.1. The Standish Group Report
- 13.10. Establishing a PSO
- 13.11. Facing the Challenges of Implementing a PSO
- 13.12. Putting It All Together
- 13.13. Discussion Questions
-
14. Establishing and Managing a Project Portfolio Management Process
- 14.1. Introduction to Project Portfolio Management
-
14.2. The Project Portfolio Management Life Cycle
- 14.2.1. ESTABLISH a Portfolio Strategy
- 14.2.2. EVALUATE Project Alignment to the Portfolio Strategy
- 14.2.3. PRIORITIZE Projects and Hold Pending Funding Authorization
- 14.2.4. SELECT a Balanced Portfolio Using the Prioritized List
- 14.2.5. MANAGE the Active Projects
- 14.2.6. Reporting Portfolio Performance
- 14.2.7. Closing Projects in the Portfolio
- 14.3. Roles and Responsibilities of the PSO in Portfolio Management
- 14.4. Preparing Your Project for Submission to the Portfolio Management Process
- 14.5. Agile Project Portfolio Management
- 14.6. Putting It All Together
- 14.7. Discussion Questions
-
15. Establishing and Managing a Continuous Process Improvement Program
-
15.1. Understanding Project Management Processes and Practices
- 15.1.1. The Project Management Process
-
15.1.2. The Practice of the Project Management Process
- 15.1.2.1. Are All Project Managers Required to Use the Process?
- 15.1.2.2. Can Project Managers Substitute Other Tools, Templates, and Processes as They Deem Appropriate?
- 15.1.2.3. Is There a Way to Incorporate Best Practices into the Practice of the Project Management Process?
- 15.1.2.4. How Are Project Managers Monitored for Compliance?
- 15.1.2.5. How Are Corrective Action Steps Taken to Correct for Noncompliance?
- 15.1.2.6. How Are Project Manager Practices Monitored for Best Practices?
- 15.2. Defining Process and Practice Maturity
-
15.3. Measuring Project Management Process and Practice Maturity
- 15.3.1. The Process Quality Matrix and Zone Map
-
15.3.2. What Process Has Been Defined So Far?
- 15.3.2.1. Step 1: Define the Process
- 15.3.2.2. Step 2: Validate and Finalize the PQM
- 15.3.2.3. Step 3: Establish Correlations
- 15.3.2.4. Step 4: Establish Metrics
- 15.3.2.5. Step 5: Assess Project Managers against the PMMA
- 15.3.2.6. Step 6: Assess Maturity Levels
- 15.3.2.7. Step 7: Plot Results on the PQM Zone Map
- 15.4. Using the Continuous Process Improvement Model
- 15.5. Defining Roles and Responsibilities of the PSO
- 15.6. Realizing the Benefits of Implementing a CPIM
-
15.7. Applying CPIM to Business Processes
-
15.7.1. Characteristics of Business Processes
- 15.7.1.1. Process Effectiveness
- 15.7.1.2. Process Efficiency
-
15.7.1.3. Streamlining Tools
- 15.7.1.3.1. Bureaucracy Elimination
- 15.7.1.3.2. Duplication Elimination
- 15.7.1.3.3. Value-Added Assessment
- 15.7.1.3.4. Simplification
- 15.7.1.3.5. Process Cycle-Time Reduction
- 15.7.1.3.6. Error Proofing
- 15.7.1.3.7. Upgrading
- 15.7.1.3.8. Simple Language
- 15.7.1.3.9. Standardization
- 15.7.1.3.10. Supplier Partnership
- 15.7.1.3.11. Big-picture Improvement
- 15.7.2. Watching Indicators of Needed Improvement
- 15.7.3. Documenting the "As Is" Business Process
- 15.7.4. Envisioning the "To Be" State
- 15.7.5. Defining the Gap between "As Is" and "To Be"
- 15.7.6. Defining a Business Process Improvement Project
-
15.7.1. Characteristics of Business Processes
- 15.8. Using Process Improvement Tools, Templates, and Processes
- 15.9. Putting It All Together
- 15.10. Discussion Questions
-
15.1. Understanding Project Management Processes and Practices
-
13. Establishing and Maturing a Project Support Office
-
IV. Managing the Realities of Projects
-
16. Managing Distressed Projects
-
16.1. What Is a Distressed Project?
-
16.1.1. Why Projects Become Distressed or Fail
- 16.1.1.1. Poor, Inadequate, or No Requirements Documentation
- 16.1.1.2. Inappropriate or Insufficient Sponsorship
- 16.1.1.3. Complexity of Requirements Not Recognized
- 16.1.1.4. Unwillingness to Make Tough Decisions
- 16.1.1.5. Lag Time between Project Approval and Kick-Off
- 16.1.1.6. No Plan Revision after Significant Cuts in Resources or Time
- 16.1.1.7. Estimates Done with Little Planning or Thought
- 16.1.1.8. Overcommitment of Staff Resources
- 16.1.1.9. Inconsistent Client Sign-Off
- 16.1.1.10. No Credibility in the Baseline Plan
- 16.1.1.11. Unmanageable Project Scope
-
16.1.1. Why Projects Become Distressed or Fail
-
16.2. Managing Distressed Projects
- 16.2.1. Prevention Management Strategies
- 16.2.2. Using Tools, Templates, and Processes to Prevent Distressed Projects
-
16.2.3. Intervention Management Strategies
-
16.2.3.1. Analyze Current Situation: Where Are We?
- 16.2.3.1.1. On the Road to Root Causes–Project Conception
- 16.2.3.1.2. On the Road to Root Causes—Project Planning and Initiation
- 16.2.3.1.3. On the Road to Root Causes—Solution Definition
- 16.2.3.1.4. On the Road to Root Causes—Solution Development
- 16.2.3.1.5. On the Road to Root Causes—Solution Implementation
- 16.2.3.2. Revise Desired Goal: Where Can We Go?
- 16.2.3.3. Evaluate Options: How Can We Get There?
- 16.2.3.4. Generate Revised Plan: How will we get there?
-
16.2.3.1. Analyze Current Situation: Where Are We?
- 16.3. Roles and Responsibilities of the PSO with Respect to Distressed Projects
- 16.4. Putting It All Together
- 16.5. Discussion Questions
-
16.1. What Is a Distressed Project?
-
17. Managing Multiple Team Projects
- 17.1. What Is a Multiple Team Project?
-
17.2. Challenges to Managing a Multiple Team Project
- 17.2.1. Working with Fiercely Independent Team Cultures
- 17.2.2. Working with Different Team Processes
- 17.2.3. Accommodating Competing Priorities
- 17.2.4. Communicating within the Team Structure
- 17.2.5. Establishing a Project Management Structure
- 17.2.6. Establishing One Project Management Life Cycle
- 17.2.7. Building an Integrated Project Plan and Schedule
- 17.2.8. Defining a Requirements Gathering Approach
- 17.2.9. Establishing a Scope Change Management Process
- 17.2.10. Defining the Team Meeting Structure
- 17.2.11. Establishing Manageable Reporting Levels
- 17.2.12. Sharing Resources across Teams
- 17.2.13. Searching Out Your Second
- 17.3. Classifying Multiple Team Projects
-
17.4. Project Office Structure
-
17.4.1. Project Office Characteristics
- 17.4.1.1. Organize and Manage the Entire Project
- 17.4.1.2. Develop the High-Level Project Plan in Collaboration with Team Managers
- 17.4.1.3. Integrate and Coordinate the Project Plans of Each Team
- 17.4.1.4. Maintain the Overall Project Schedule
- 17.4.1.5. Monitor and Manage Resource Use
- 17.4.1.6. Prepare and Distribute Project Status Reports
- 17.4.1.7. Plan and Conduct Team Meetings
- 17.4.1.8. Process Scope Change Requests
- 17.4.1.9. Solve Problems Escalated from the Individual Project Teams
- 17.4.1.10. Negotiate and Resolve Problems between Teams
- 17.4.2. Project Office Strengths
- 17.4.3. Project Office Weaknesses
- 17.4.4. When to Use a PO
-
17.4.1. Project Office Characteristics
-
17.5. Core Team Structure
-
17.5.1. Core Team Characteristics
- 17.5.1.1. Advise Each Team on Technical Matters
- 17.5.1.2. Provide Subject Matter Expertise on Enterprise Systems and Processes
- 17.5.1.3. Support Each Team as Requested and as Needed
- 17.5.1.4. Collaborate with and Advise the CT Manager as Requested
- 17.5.1.5. Negotiate and Help Resolve Inter-Team Problems
-
17.5.2. Core Team Strengths
- 17.5.2.1. Enables the CT Manager to Select CT Members
- 17.5.2.2. Provides the Best Available Advice to the CT Manager
- 17.5.2.3. Coordinates the Work of Several Teams
- 17.5.2.4. Lends Support and Credibility to the Decisions of the CT Manager
- 17.5.2.5. Assigns Core Team Members 100 Percent to This Project
- 17.5.2.6. Takes Advantage of the Most Experienced SMEs
- 17.5.2.7. Allows Teams to Retain Their Business Unit Practices
- 17.5.3. Core Team Weaknesses
- 17.5.4. When to Use a CT
-
17.5.1. Core Team Characteristics
-
17.6. Super Team Structure
-
17.6.1. Super Team Characteristics
- 17.6.1.1. Organize and Manage the Project
- 17.6.1.2. Develop the Project Plan
- 17.6.1.3. Maintain the Overall Project Schedule
- 17.6.1.4. Monitor and Manage Resource Utilization
- 17.6.1.5. Prepare and Distribute Project Status Reports
- 17.6.1.6. Plan and Conduct Team Meetings
- 17.6.1.7. Process Scope Change Requests
- 17.6.2. Super Team Strengths
- 17.6.3. Super Team Weaknesses
- 17.6.4. When to Use an ST
-
17.6.1. Super Team Characteristics
- 17.7. Putting It All Together
- 17.8. Discussion Questions
-
18. Epilogue: Putting It All Together Finally
- 18.1. What Business Situation Is Being Addressed?
- 18.2. What Do You Need To Do?
- 18.3. What Will You Do?
- 18.4. How Will You Do It?
- 18.5. How Will You Know You Did It?
- 18.6. How Well Did You Do?
-
18.7. Where Do You Go from Here? — A New Idea to Consider
- 18.7.1. The PM/BA Position Family
- 18.7.2. Using the PM/BA Landscape for Professional Development
- 18.7.3. What Might a Professional Development Program Look Like?
- 18.7.4. Career Planning Using the BA/PM Landscape
- 18.8. Putting It All Together
- A. What's on the Web Site?
- B. Bibliography
-
Defining and Using the Project Management Process Groups
-
Traditional Project Management
-
Agile and Extreme Project Management
-
Project Management Infrastructure
-
Managing the Realities of Projects
-
16. Managing Distressed Projects
Product information
- Title: Effective Project Management: Traditional, Agile, Extreme
- Author(s):
- Release date: April 2009
- Publisher(s): Wiley
- ISBN: 9780470423677
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