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The One-Page Project Manager for IT Projects: Communicate and Manage Any Project With A Single Sheet of Paper

Book Description

Clark A. Campbell, author of a best-selling book on project management, has written a project management guide specifically for IT professionals who want to save time and work more efficiently. The One Page Project Manager for IT Projects:Communicate and Manage Any Project With A Single Sheet of Paper presents you with a winning formula for managing your complex IT projects using minimal resources. Coverage of vital topics like working with outside consultants, ERP project management, and ISO 9000 will be of special interest to IT managers and CIOs.

Table of Contents

  1. Praise for The One Page Project Manager
  2. Copyright
  3. Foreword
  4. ACKNOWLEDGMENTS
  5. INTRODUCTION
  6. 1. How To Construct a One-Page Project Manager
    1. 1.1. THE THINKING BEHIND THE ONE-PAGE PROJECT MANAGER
    2. 1.2. VISUAL ASPECTS OF THE ONE-PAGE PROJECT MANAGER
    3. 1.3. FIVE ESSENTIAL PARTS OF A PROJECT—AND THE ONE-PAGE PROJECT MANAGER
    4. 1.4. THE 12 STEPS TO CONSTRUCTING THE ONE-PAGE PROJECT MANAGER
      1. 1.4.1. Step 1: The Header
      2. 1.4.2. Step 2: The Owners
      3. 1.4.3. Step 3: The Matrix—The Tool's Foundation
      4. 1.4.4. Step 4: Project Objectives
      5. 1.4.5. Step 5: Major Project Tasks
      6. 1.4.6. Step 6: Aligning Tasks with Objectives
      7. 1.4.7. Step 7: Target Dates
      8. 1.4.8. Step 8: Aligning Tasks to the Time Line
      9. 1.4.9. Step 9: Aligning Tasks to Owners
      10. 1.4.10. Step 10: Subjective Tasks
      11. 1.4.11. Step 11: Costs
      12. 1.4.12. Step 12: Summary and Forecast
    5. 1.5. FIVE STEPS TO CREATING A REPORT USING THE ONE-PAGE PROJECT MANAGER
  7. 2. Read This If You Are the CIO
    1. 2.1. TIPS TO ASSURE THE ONE-PAGE PROJECT MANAGER IS USED
    2. 2.2. HOW TO READ THE ONE-PAGE PROJECT MANAGER
    3. 2.3. A LITTLE MORE ...
  8. 3. Your Project Team: Who to Pick, How to Mix-and-Match
    1. 3.1. THE VISIONARY THINKER
    2. 3.2. THE START - TO - FINISH THINKER
    3. 3.3. THE FINISH-TO-START THINKER
    4. 3.4. ASSETS OF THESE THINKERS
    5. 3.5. LIABILITIES OF THESE THINKERS
    6. 3.6. PEOPLE ARE MULTIDIMENSIONAL
    7. 3.7. WHAT THE PROJECT LEADER NEEDS TO DO
  9. 4. The One-Page Project Manager for the Project Office
    1. 4.1. 1. A PROJECT DASHBOARD
    2. 4.2. 2. A CORPORATE PROJECT METHODOLOGY
    3. 4.3. 3. PROJECT TRAINING
    4. 4.4. 4. CONSISTENT APPLICATION
    5. 4.5. 5. PROJECT PUBLIC RELATIONS
    6. 4.6. 6. PROJECT PRIORITIZATION
    7. 4.7. 7. PROJECT REVIEW AND CORRECTIVE ACTION
    8. 4.8. 8. PROJECT ARCHIVES AND CONTINUOUS IMPROVEMENT
    9. 4.9. AN EXAMPLE
  10. 5. Recognition@work: Launching a New Internet Business
    1. 5.1. THE RECOGNITION@WORK BUSINESS
      1. 5.1.1. The One-Page Project Manager—On Steroids
  11. 6. Managing an Enterprise Resource Planning Project
    1. 6.1. SOME BACKGROUND
    2. 6.2. USING THE ONE-PAGE PROJECT MANAGER
  12. 7. Managing Consultants
    1. 7.1. PHASE 1: ONE-PAGE PROJECT MANAGER
    2. 7.2. PHASE 2: ONE-PAGE PROJECT MANAGER
  13. 8. ISO 9000: Getting Certified
    1. 8.1. ISO CERTIFICATION: WHAT IT IS
    2. 8.2. EARNING THE ISO CERTIFICATION
    3. 8.3. APPLYING THE ONE-PAGE PROJECT MANAGER
      1. 8.3.1. Phases of the Project
  14. 9. Customizing the One-Page Project Manager
    1. 9.1. THE INVIOLATE RULES OF THE ONE-PAGE PROJECT MANAGER
    2. 9.2. TYPES OF CUSTOMIZATION
      1. 9.2.1. Simple
      2. 9.2.2. Advanced
  15. ABOUT THE AUTHOR