Project Management JumpStart

Standards Information Network (Verlag)
  • 4. Auflage
  • |
  • erschienen am 7. September 2018
  • |
  • 368 Seiten
E-Book | ePUB mit Adobe-DRM | Systemvoraussetzungen
978-1-119-47228-5 (ISBN)
An informative introduction for those considering a career in project management

Project Management JumpStart offers a clear, practical introduction to the complex world of project management, with an entertaining approach based on real-world application. Fully revised to align with a Guide to the Project Management Body of Knowledge -PMBOK Guide (c), 6th edition, this book provides an overview of the field followed by an exploration of current best practices. The practical focus facilitates retention by directly linking critical concepts to your everyday work, while the close adherence to PMBOK guidelines makes this book the perfect starting point for those considering certification to earn either PMP or CompTIA Project+ credentials.

Project management is a top-five, in-demand skill in today's workplace, and the demand has spread far beyond IT to encompass nearly every industry; any organization that produces goods or services, whether for profit or not, has a vested interest in ensuring that projects are completed on time, on budget, and to the satisfaction of the client-this is the heart of the project management function. Let Kim Heldman, bestselling author of PMP Study Guide and CompTIA Project+ Study Guide, walk you through the basic principles and practices to help you build a strong foundation for further training.

Understand current project management methods and practices
Explore project management from a practical perspective
Delve into illustrative examples that clarify complex issues

Test your understanding with challenging study questions

Trillions of dollars are invested in various projects around the world each year, and companies have learned that investing in qualified project management professionals pays off in every aspect of the operation. If you're considering a career in project management, Project Management JumpStart provides an excellent introduction to the field and clear direction for your next steps.
4th Revised edition
  • Englisch
  • Newark
  • |
  • USA
John Wiley & Sons Inc
  • Für Beruf und Forschung
  • Überarbeitete Ausgabe
  • 2,56 MB
978-1-119-47228-5 (9781119472285)

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Kim Heldman, MBA, PMP, is Senior Manager Information Technology/Chief Information Officer, for the Regional Transportation District in Denver, Colorado. Kim is the author of several books on project management including the bestselling PMP Project Management Professional Exam Study Guide, 9th Edition. You can visit Kim's website at
Introduction xiii

Chapter 1 Building the Foundation 1

The Project Management Journey 2

Is It a Project? 3

Where Are We Going? 4

A Bird's-Eye View 5

Know the Structure of Your Organization 8

Benefiting from Project Management Practices 14

Tools of the Trade 16

Understanding Project Processes 18

Twenty-first Century Project Management 23

What's Old Is New Again 24

Constraints 24

Where Do You Go from Here? 27

Becoming PMP (R) Certified 28

Certifying with CompTIA (R)'s Project+ 29

Formal Education Programs 29

Terms to Know 30

Review Questions 31

Chapter 2 Developing Project Management Skills 33

A Little Bit of Everything 34

Communication Is the Key 35

Organizing Techniques 35

General Management Skills 42

People Management Skills 43

Communicating Your Style 44

Exchanging Information 45

Active Listening 49

How Many Connections Are There? 51

Ten Tips for Communicating Effectively 52

Terms to Know 53

Review Questions 54

Chapter 3 Initiating the Project 55

Selecting Projects for Success 56

How Projects Come About 57

Project Generators-Needs and Demands 58

Project Requests 59

Business Case 62

Selecting and Prioritizing Projects 64

Feasibility Study 70

Meeting the Stakeholders 71

Working with the Project Sponsor 71

Documenting Stakeholder Roles and Responsibilities 73

Competing Needs of Stakeholders 75

Creating the Project Charter 76

Purposes for the Charter 76

Essential Elements of a Project Charter 78

Holding the Project Kickoff Meeting 81

Creating the Agenda 82

Terms to Know 83

Review Questions 84

Chapter 4 Defining the Project Goals 85

Agreeing on the Deliverables 86

Goals and Objectives 86

Deliverables 89

Discovering Requirements 90

The Role of the Business Analyst 91

Requirements-Gathering Process 92

Critical Success Factors 94

Identifying Assumptions and Constraints 96

Defining Assumptions 97

Defining Constraints 98

Creating the Project Scope Statement 99

Contents of the Project Scope Statement 100

Obtaining Sign-off 102

Creating the Project Scope Management Plan 103

Creating the Communications Plan 103

Terms to Know 105

Review Questions 106

Chapter 5 Breaking Down the Project Activities 107

Constructing the Work Breakdown Structure 108

Organizing the WBS Levels 109

Work Packages 111

Identification Codes 112

Outline View 113

Defining Tasks and Activities 114

Managing the Work 114

Activity Sequencing 116

Determining Milestones 117

Constructing the Responsibility Assignment Matrix 118

Estimating Activity Durations 120

Expert Judgment 120

Parametric Estimating 120

Establishing Dependencies 121

Constructing a Network Diagram 122

Precedence Diagramming 123

Activity on Node 124

Diagramming Method of Choice 124

Terms to Know 124

Review Questions 125

Chapter 6 Planning and Acquiring Resources 127

Planning the Project Team 128

Skills Assessment 129

Deciding Who's Needed 131

Negotiating for Team Members 132

Staffing Assignments 134

Acquiring Materials, Supplies, and Equipment 135

Questions to Ask 136

Make or Buy 138

Procurement Plan 139

Resource Plan 139

Contracting for Resources 140

Request for Proposal and More 141

Soliciting Bids 142

Choosing a Supplier 143

Awarding the Contract 145

Closing Out the Contract 145

Terms to Know 145

Review Questions 146

Chapter 7 Assessing Risk 147

Identifying Risks 148

Types of Project Risks 150

Common Project Risks: Where Are They Hiding? 150

Identification Techniques 154

Risk Analysis Techniques 160

Risk Probability and Impact 160

Risk Tolerance 163

Planning for Risks 164

Responding to Risks 165

Escalate 166

Accept 166

Avoid 166

Transfer 167

Mitigate 167

Exploit 168

Share 168

Enhance 168

Contingency Planning 168

Residual and Secondary Risks 169

Risk Management Plan 169

Terms to Know 171

Review Questions 172

Chapter 8 Developing the Project Plan 173

Creating the Project Schedule 174

Project Schedule Assistance 175

Project Schedule Components 176

Program Evaluation and Review Technique 176

Calculating the Critical Path 180

Working with the Project Schedule 185

Schedule Display Options 189

Quality Management Plan 191

Documenting the Plan 192

Cost of Quality 194

Terms to Know 195

Review Questions 196

Chapter 9 Budgeting 101 197

What Makes Up a Budget? 198

Project Costs 198

Direct Costs vs. Indirect Costs 200

Gathering the Docs 200

Budgeting Process 201

Budget Items 201

Budget Woes 202

Following the Processes 203

Estimating Techniques 204

Analogous Estimating 204

Bottom-Up Estimating 204

Resource Cost Rates 205

Parametric Estimating 205

Computerized Tools 205

Ask the Experts 205

Ask the Vendors 206

Estimating Costs and Finalizing the Budget 206

Questions to Ask 208

Finalizing the Budget 208

Down Memory Lane 210

Are You in Control? 210

What's the Cost? 211

Budget Approvals 212

Establishing a Cost Baseline 212

Call It a Plan 214

How Big Is It? 215

Obtaining Approvals 216

Terms to Know 217

Review Questions 218

Chapter 10 Executing the Project 219

Assembling the Team 220

Project Team Kickoff Meeting 221

Five Stages of Team Development 222

Effective Team Characteristics 225

Negotiation and Problem-Solving Techniques 226

Start at the Beginning 227

The Five Approaches to Problem Resolution 228

Project Manager's Role in Team Development 230

Rewarding Experiences 230

Leadership Power 234

Gaining Trust and Respect from Team Members 235

Professional Responsibility 237

Progress Reporting 240

Who Gets What? 240

Status Reports and Action Logs 240

Taking Corrective Action 244

Terms to Know 245

Review Questions 246

Chapter 11 Controlling the Project Outcome 247

Change Happens 248

How Changes Come About 249

Establishing Change Management Control Procedures 251

The Purpose of the Change Control System 251

Establishing a Change Control Board 253

Tracking Changes 254

Assessing the Impacts of Change 255

Calling in Reinforcements 256

Adjusting for Scope and Schedule Changes 256

Managing and Revising Costs 259

Monitoring and Controlling Project Processes 260

Performance-Reporting Tools 260

Risk Monitoring 262

Is the Project in Trouble? 263

Just Say No 263

Early Warning Signs 264

Terms to Know 265

Review Questions 266

Chapter 12 Closing the Books 267

Happy Endings 268

Details, Details 269

Breaking Up Is Hard to Do 274

Training and Warranty Period 275

Implementing the Project 276

Documenting Lessons Learned 277

Obtaining Project Sign-Off 278

Is the Customer Happy? 280

Archiving Project Documents 281

It's Party Time! 282

Agile Project Management 282

Agile Roles and Responsibilities 284

Sprint Planning 285

Daily Standups or Scrum Meetings 286

Sprint Review and Sprint Retrospective 287

Terms to Know 288

Review Questions 289

Appendix A Answers to Review Questions 291

Chapter 1: Building the Foundation 292

Chapter 2: Developing Project Management Skills 292

Chapter 3: Initiating the Project 293

Chapter 4: Defining the Project Goals 294

Chapter 5: Breaking Down the Project Activities 295

Chapter 6: Planning and Acquiring Resources 296

Chapter 7: Assessing Risk 297

Chapter 8: Developing the Project Plan 297

Chapter 9: Budgeting 101 298

Chapter 10: Executing the Project 299

Chapter 11: Controlling the Project Outcome 300

Chapter 12: Closing the Books 300

Appendix B Sample Project Management

Forms and Checklists 303

Glossary 333

Index 343

Chapter 1
Building the Foundation


  • The definition of project management
  • Different organizational structures
  • The project management process groups
  • Project criteria
  • Constraints and their impacts
  • Project management certification

  Welcome to the world of project management. Chances are you've already had some experience with project management, whether you've called it that or not. Maybe you've helped organize your company's annual conference or been involved with a new product launch. At some point in your personal or professional life, you've probably used some sort of process to get from the beginning of the project to the end results.

You'll discover through the course of this book that you may already use some of the processes I'll talk about, but you may never have realized they were formalized project management techniques and processes. I'll add some new twists and tricks to those processes that you'll want to try. You'll also learn some new techniques and procedures that will enhance your project management experiences and help you run your next project smoothly and effortlessly. (OK, that might be stretching it a bit, but your project will run more efficiently.)

In this chapter, you'll start building the foundation of good project management practices.

The Project Management Journey

The first stop on our journey is a brief overview of the Project Management Institute (PMI®). PMI® is the leader and the most widely recognized organization in the world in terms of promoting project management best practices. PMI® strives to maintain and endorse standards and ethics in this field and offers publications, training, seminars, chapters, special-interest groups, and colleges to further the project management discipline. PMI® offers the most recognized certification in the field of project management called the Project Management Professional® (PMP®) certification.

The focus and content of this book revolve around the information contained in A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Sixth Edition, published by PMI®. This de facto standard of project management terms, processes, techniques, and more is known and understood by millions of project managers across the globe. I will use the PMBOK ® Guide terms and process names throughout this book to familiarize you with terminology used by project managers everywhere.

Start your engines-I'm ready to lay the foundation for building and managing your project. In this chapter, I'll start with a definition of a project, and then you'll take a high-level look at some of the processes and plans you'll build throughout the rest of the book and how you'll benefit from using solid project management techniques when managing your next project. I'll also cover organizational foundations before moving on to the project processes themselves. Here we go.

project management   The process of applying knowledge, skills, tools, and techniques to describe, organize, and monitor the work of the project to accomplish the goals of the project. (This definition is based on the PMBOK ® Guide.)

Is It a Project?

How do you know whether your new work assignment is a project or whether it's going to benefit from project management techniques? If you're like most of us, once you get to work and settle in for the day, you check your email and voice mail and touch base with some of the other folks on your team. The boss may drop by and ask for a status report on a problem you've been working on, gently nudging you to get back to it. All of these tasks are everyday work. They don't really have a beginning or end; they're ongoing. Projects are not everyday work. For work to be considered a project, it must meet a certain set of criteria.

Projects set out to produce a unique product, service, or result. They have a limited timeframe and are temporary in nature. This means that projects have a definite beginning and ending. You can determine that a project is complete by comparing its end result or product to the objectives and deliverables stated in the project plan.

Everyday work is ongoing. Production processes are an example of ongoing operations. Maybe you love popping a handful of chocolate drops into your mouth mid-afternoon for a quick treat. Producing those chocolate drops is an example of ongoing operations. The production line knows how many candies to produce, what colors to coat them with, how many go in a package, and so on. Every day, hundreds of thousands of those little drops make their way into bags, onto the store shelves, and eventually into our mouths-yum. But the production of these candies is not a project.

Now let's say that the management team has decided it's time to introduce a new line of candy. You've been tasked with producing the new candy flavor and shape. You assemble a research team to come up with a new candy formula. The marketing team gathers some data, which shows that the new candy has real potential with the consumers. The candy is produced according to plan, monitored for adherence to the original formula and design, and shipped to the stores. Is this a project or ongoing operations?

The answer is, this is a project even though candy making is something the company does every day. The production of chocolate drops is considered an ongoing operation. The new candy, however, is a unique product because the company has never produced this flavor and shape of candy. Remember that projects are originated to bring about a product, service, or result that hasn't existed before. The new candy project was kicked off, carried out, monitored, and then ended when all the requirements were met. Candy production didn't stop there, though. At the end of this project, the production of the candy was turned over to ongoing operations and absorbed into the everyday work of the company. The project ended in this case by being assimilated into the ongoing operations of the company. Table 1.1 recaps the characteristics of projects versus ongoing operations.

TABLE 1.1 Projects vs. ongoing operations

Projects Ongoing operations Definite beginning and end. No definitive beginning and end. Temporary in nature. Ongoing. Produces a unique product, service, or result. Produces the same product, service, or result over and over. Resources are dedicated to the project. Resources are dedicated to operations. Ending is determined by specific criteria. Processes are ongoing.

Where Are We Going?

When you start out on a journey, it helps to have the destination in mind. You've embarked on a project management discovery journey, so I'd like to start by describing where you'll be when you've finished.

customer   The end user or recipient of the product, service, or result of the project. Customers may be internal or external to the organization.

The end of the project is the time to reflect on the processes used to complete the activities, to determine whether the customer is satisfied with the product the project set out to produce, and to document the lessons learned (among other things) throughout the course of the project. You will be able to use this book to guide you from start to finish through your next small or medium-sized project so that you can easily assess those factors, not only at the end of the project but as you progress through the project as well. (I consider large projects to be along the lines of building rocket ships, constructing major highways, or writing the latest, greatest software program that will automatically do your grocery shopping and monitor your golf swing at the same time.) If you're just starting out in project management, you probably aren't heading up a large-scale project. But rest assured that all those small and medium-sized projects will teach you a great deal about project management and will start you well on the way to bigger and better opportunities as your experience grows.

    When you're just starting out, don't discount the experience you'll gain by working on small projects. Large projects are really a lot of smaller projects all lumped into one. The stepping stones to large project work are created by a history of success with small and medium-sized projects.

Included in this and each subsequent chapter you'll find discussions of the processes at hand, examples so that you can apply what you're learning, and templates that you can use or modify to complete your project documentation. Now let's take a high-level look at a completed project.


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