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Effective Project Management: Traditional, Agile, Extreme, 7th Edition

Book Description

The popular guide to the project management body of knowledge, now fully updated

Now in its seventh edition, this comprehensive guide to project management has long been considered the standard for both professionals and academics. With more than 32,000 copies sold in the last three editions, it has now been fully updated to cover the new PMBOK 5. Well-known expert Robert Wysocki has added more than 100 pages of new content based on instructor feedback, enhancing the coverage of best-of-breed methods and tools for ensuring project management success.

With enriched case studies, accompanying exercises and solutions on the companion website, and PowerPoint slides for all figures and tables, the book is ideal for instructors and students as well as active project managers.

  • Serves as a comprehensive guide to project management for both educators and project management professionals

  • Completely updated to cover the new PMBOK 5

  • Examines traditional, agile, and extreme project management techniques; the Enterprise Project Management Model; and Kanban and Scrumban methodologies

  • Includes a companion website with exercises and solutions and well as PowerPoint slides for all the figures and tables used

  • Written by well-known project management expert Robert Wysocki

  • Effective Project Management, Seventh Edition remains the comprehensive resource for project management practitioners, instructors, and students.

    Table of Contents

    1. Cover
    2. Part I: Understanding the Project Management Landscape
      1. Chapter 1: What Is a Project?
        1. Defining a Project
        2. An Intuitive View of the Project Landscape
        3. Defining a Program
        4. Defining a Portfolio
        5. The Enterprise Level
        6. Understanding the Scope Triangle
        7. The Importance of Classifying Projects
        8. The Contemporary Project Environment
        9. Putting It All Together
        10. Discussion Questions
      2. Chapter 2: What Is Project Management?
        1. Understanding the Fundamentals of Project Management
        2. Challenges to Effective Project Management
        3. Managing the Creeps
        4. What Are Requirements—Really?
        5. Introducing Project Management Life Cycles
        6. Choosing the Best-Fit PMLC Model
        7. Putting It All Together
        8. Discussion Questions
      3. Chapter 3: What Are the Project Management Process Groups?
        1. Defining the Five Process Groups
        2. Defining the Ten Knowledge Areas
        3. Mapping Knowledge Areas to Process Groups
        4. Putting It All Together
        5. Discussion Questions
    3. Part II: Traditional Project Management
      1. Chapter 4: How to Scope a TPM Project
        1. Using Tools, Templates, and Processes to Scope a Project
        2. Managing Client Expectations
        3. Putting It All Together
        4. Discussion Questions
      2. Chapter 5: How to Plan a TPM Project
        1. Using Tools, Templates, and Processes to Plan a Project
        2. The Importance of Planning
        3. Using Application Software Packages to Plan a Project
        4. Planning and Conducting Joint Project Planning Sessions
        5. Building the WBS
        6. Estimating
        7. Constructing the Project Network Diagram
        8. Writing an Effective Project Proposal
        9. Gaining Approval to Launch the Project
        10. Putting It All Together
        11. Discussion Questions
      3. Chapter 6: How to Launch a TPM Project
        1. Using Tools, Templates, and Processes to Launch a Project
        2. Recruiting the Project Team
        3. Conducting the Project Kick-Off Meeting
        4. Establishing Team Operating Rules
        5. Managing Scope Changes
        6. Managing Team Communications
        7. Assigning Resources
        8. Resource-Leveling Strategies
        9. Finalizing the Project Schedule
        10. Writing Work Packages
        11. Putting It All Together
        12. Discussion Questions
      4. Chapter 7: How to Monitor & Control a TPM Project
        1. Using Tools, Templates, and Processes to Monitor and Control a Project
        2. Establishing Your Progress Reporting System
        3. Applying Graphical Reporting Tools
        4. Managing the Scope Bank
        5. Building and Maintaining the Issues Log
        6. Managing Project Status Meetings
        7. Defining a Problem Escalation Strategy
        8. Gaining Approval to Close the Project
        9. Putting It All Together
        10. Discussion Questions
      5. Chapter 8: How to Close a TPM Project
        1. Using Tools, Templates, and Processes to Close a Project
        2. Writing and Maintaining Client Acceptance Procedures
        3. Closing a Project
        4. Getting Client Acceptance
        5. Installing Project Deliverables
        6. Documenting the Project
        7. Conducting the Post-Implementation Audit
        8. Writing the Final Report
        9. Celebrating Success
        10. Putting It All Together
        11. Discussion Questions
    4. Part III: Complex Project Management
      1. Chapter 9: Complexity and Uncertainty in the Project Management Landscape
        1. Understanding the Complexity/Uncertainty Domain of Projects
        2. Putting It All Together
        3. Discussion Questions
      2. Chapter 10: Agile Project Management
        1. What Is Agile Project Management?
        2. What Is Lean Agile Project Management?
        3. Iterative Project Management Life Cycle
        4. Adaptive Project Management Life Cycle
        5. Adapting and Integrating the APM Toolkit
        6. Putting It All Together
        7. Discussion Questions
      3. Chapter 11: Extreme Project Management
        1. What Is Extreme Project Management?
        2. What Is Emertxe Project Management?
        3. Using the Tools, Templates, and Processes for Maximum xPM Effectiveness
        4. Putting It All Together
        5. Discussion Questions
      4. Chapter 12: Comparing Linear, Incremental, Iterative, Adaptive, and Extreme PMLC Models
        1. Linear PMLC Model
        2. Incremental PMLC Model
        3. Iterative PMLC Model
        4. Adaptive PMLC Model
        5. Extreme PMLC Model
        6. Challenges to Project Setup and Execution
        7. Putting It All Together
        8. Discussion Questions
    5. Part IV: Managing the Realities of Projects
      1. Chapter 13: Prevention and Intervention Strategies for Distressed Projects
        1. What Is a Distressed Project?
        2. Managing Distressed Projects
        3. Roles and Responsibilities of the PSO with Respect to Distressed Projects
        4. Putting It All Together
        5. Discussion Questions
      2. Chapter 14: Organizing Multiple Team Projects
        1. What Is a Multiple Team Project?
        2. Challenges to Managing a Multiple Team Project
        3. Classifying Multiple Team Projects
        4. Project Office Structure
        5. Core Team Structure
        6. Super Team Structure
        7. Putting It All Together
        8. Discussion Questions
      3. Chapter 15: Establishing and Maturing a Project Support Office
        1. Background of the Project Support Office
        2. Defining a Project Support Office
        3. Naming the Project Support Office
        4. Establishing Your PSO's Mission
        5. Framing PSO Objectives
        6. Exploring PSO Support Functions
        7. Selecting PSO Organizational Structures
        8. Understanding the Organizational Placement of the PSO
        9. Determining When You Need a Project Support Office
        10. Establishing a PSO
        11. Facing the Challenges of Implementing a PSO
        12. The PSO of the Future
        13. Putting It All Together
        14. Discussion Questions
      4. Chapter 16: Establishing and Managing a Continuous Process Improvement Program
        1. Understanding Project Management Processes and Practices
        2. Defining Process and Practice Maturity
        3. Measuring Project Management Process and Practice Maturity
        4. Using the Continuous Process Improvement Model
        5. Defining Roles and Responsibilities of the PSO
        6. Using Process Improvement Tools, Templates, and Processes
        7. Putting It All Together
        8. Discussion Questions
    6. Part V: End State: Maturing to an Enterprise-Level Project Management Model
      1. Chapter 17: Establishing a Project Portfolio Management Process
        1. Introduction to Project Portfolio Management
        2. The Project Portfolio Management Life Cycle
        3. Roles and Responsibilities of the PSO in Portfolio Management
        4. Preparing Your Project for Submission to the Portfolio Management Process
        5. Agile Project Portfolio Management
        6. Putting It All Together
        7. Discussion Questions
      2. Chapter 18: A Practical Project-Based Model of the Enterprise
        1. The Business Environment—A View from the Top
        2. The EPPM Portfolio Decision Process
        3. Case Study: Establishing a Workforce & Business Development Center
        4. Putting It All Together
        5. Discussion Questions
    7. Appendix A: Glossary of Acronyms
    8. Appendix B: What's on the Website?
      1. Course Master File
      2. A Note on the Answer File for the Discussion Questions
    9. Appendix C: Bibliography
      1. Defining and Using the Project Management Process Groups
      2. Traditional Project Management
      3. Agile and Extreme Project Management
      4. Project Management Infrastructure
      5. Managing the Realities of Projects
    10. Introduction
      1. Why I Wrote This Book
      2. How This Book Is Organized
      3. The Rationale for Using This Book Organization
      4. How to Use This Book
      5. Who Should Use This Book
      6. Introducing the Case Study: Pizza Delivered Quickly (PDQ)
      7. What's on the Website
      8. Putting It All Together