Title:
The new project management : tools an age of rapid change , complexity and other business realities
Personal Author:
Edition:
2nd ed.
Publication Information:
San Francisco, CA : Jossey-Bass, 2002
ISBN:
9780787958923
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000004886242 | HD69.P75 F72 2002 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Drawing on more than twenty-five years experience consulting and training on project management in companies such as NCR, AT&T, and 3M, J. Davidson Frame updates and expands what he introduced in the first edition of The New Project Management in 1994-a set of core competencies for managerial success in a corporate climate where downsizing, outsourcing, and employee empowerment are a way of life. This new edition focuses on the hottest areas in project management today-augmenting and expanding the existing coverage of risk management and estimating, and including three all-new chapters on critical issues that did not even exist in 1994.
Author Notes
J. Davidson Frame is Dean of Academic Affairs at the University of Management and Technology (UMT) in Arlington, Virginia
Table of Contents
| Preface | p. xiii |
| The Author | p. xxi |
| 1 The New Business Environment and the Need for a New Project Management | p. 1 |
| The New Business Environment | |
| The Problem with the Traditional Approach to Project Management | |
| The New Project Management | |
| Traits of the New Project Manager | |
| The Increased Value of Project Managers | |
| Beyond the Project Manager | |
| Conclusions | |
| Part 1 Managing in the New Business Environment | p. 19 |
| 2 Managing Complexity: Techniques for Fashioning Order out of Chaos | p. 21 |
| Chaos and Complexity | |
| Facets of Complexity | |
| Experience with Project Complexity | |
| How to Manage Complexity | |
| Conclusions | |
| 3 Engaging Change: Knowing When to Embrace, Accept, or Challenge | p. 44 |
| Sources of Change | |
| Change Management Strategies | |
| Going with the Flow of Rapid Prototyping | |
| Resisting Change with Configuration Management | |
| Basic Steps in Developing a System with Configuration Management | |
| Change Control | |
| Conclusions | |
| 4 Managing Risk: Identifying, Analyzing, and Planning Responses | p. 72 |
| Perspectives on Risk | |
| Risk and Variability | |
| Range of Risks | |
| Sources of Risk on Projects | |
| Risk-Reward Trade-Offs | |
| Risk and Time Horizons | |
| Risk Exposure | |
| Project Risk Management | |
| The Need for Documentation | |
| Modeling | |
| Conclusions | |
| 5 Satisfying Customers: Knowing Who They Are, What They Want, and When They Are Right or Wrong | p. 93 |
| Who Are Our Customers? | |
| Meeting Customer Expectations | |
| Understanding Customers' Needs and Requirements | |
| Traits of Effective Needs Analysts | |
| Steps for Improving Needs Definition | |
| Customers' Responsibilities in Defining Their Needs | |
| Organizing to Achieve Customer Satisfaction | |
| What to Do When Customers Don't Cooperate | |
| Conclusions | |
| 6 Defining Requirements That Bridge the Customer-Developer Gap | p. 118 |
| The Place of Needs and Requirements in the Project Management Process | |
| Capturing Requirements | |
| Key Players in the Requirements Definition and Management Process | |
| The Communication Challenge: I Can't Read Your Mind | |
| The Standard Communication Model | |
| Tips for Handling Requirements | |
| Bringing It Together with Joint Application Development | |
| Conclusions | |
| Part 2 Tools for the New Project Management | p. 143 |
| 7 Acquiring Political Skills and Building Influence | p. 147 |
| What Is Politics? | |
| Politics in Projects | |
| Players to Contend with in the Project Environment | |
| Being a Better Politician | |
| A Guide to Action | |
| Building Authority | |
| Using Authority Effectively | |
| Managing Our Managers | |
| Conclusions | |
| 8 Building Teams with Borrowed Resources | p. 173 |
| Making the Team as Tangible as Possible | |
| Rewarding Good Behavior | |
| Developing a Personal Touch | |
| Self-Managed Teams: Prospects and Pitfalls | |
| Structuring the Team | |
| Conclusions | |
| 9 Selecting Projects That Will Lead to Success | p. 190 |
| The Essence of Choice | |
| Benefit-Cost Ratios | |
| Buss's Technique for Ranking Projects | |
| Poor Man's Hierarchy | |
| The Murder Board | |
| Peer Review | |
| General Rules for Selecting Projects | |
| Conclusions | |
| 10 Estimating Realistic Costs, Schedules, and Specifications to Ensure Project Success | p. 207 |
| Causes of Poor Estimation | |
| Traditional Approaches to Cost Estimating | |
| Bottom-Up Versus Top-Down Estimates | |
| Life Cycle Cost Estimating | |
| Strategies for Dealing with Poor Estimates | |
| Conclusions | |
| 11 Scheduling Projects with New Tools: The Time-Boxed and Critical Chain Scheduling Techniques | p. 229 |
| Time-Boxed Scheduling | |
| Prioritizing | |
| Bringing Pertinent Players Together | |
| Prioritization Dimensions | |
| Techniques for Prioritization | |
| The Use of Parallel Development | |
| Scheduling Realities | |
| The Need for Discipline | |
| Critical Chain Scheduling | |
| The Critical Chain and the Theory of Constraints | |
| The Critical Chain Perspective and the Psychology of Estimating Task Durations | |
| Using Buffers to Accelerate Project Delivery | |
| Project Buffers, Feeder Buffers, and Resource Buffers | |
| Conclusions | |
| 12 Outsourcing to Control Costs, Focus on Core Work, and Expand Resources | p. 252 |
| Forms of Outsourcing | |
| The Motivation Challenge | |
| Outsourcing in Project Management | |
| Contracting | |
| Contracting: Preaward | |
| Contracting: Postaward | |
| Customer Acceptance and the Handover | |
| Conclusions | |
| 13 Integrating Cost and Schedule Control to Measure Work Performance | p. 274 |
| A Graphical Approach to Integrated Cost and Schedule Control | |
| The 50-50 Rule for Measuring Work Performance | |
| Other Ways to Calculate Earned Value | |
| A New Look at Cost and Schedule Variance | |
| A New Vocabulary | |
| Case Study: The Bora Bora Officers' Club | |
| Collecting Data | |
| Trend Analysis Using the Earned Value Approach | |
| When Is the Earned Value Approach Appropriate? | |
| A Historical Note | |
| Conclusions | |
| 14 Evaluating Projects to Maintain Goals, Strengthen Accountability, and Achieve Objectives | p. 292 |
| What Is Evaluation? | |
| Evaluations and the Project Life Cycle | |
| Problems with Evaluation | |
| The Structured Walk-Through | |
| Conclusions | |
| 15 Understanding and Using Performance Metrics: Measuring the Right Stuff | p. 306 |
| The Role of Measurement in Managing Projects | |
| The Nature of Measurement | |
| Generating Measures | |
| The Shadow Side of Measures | |
| Conclusions | |
| 16 Establishing and Maintaining a Project Support Office to Strengthen Project Management Capabilities | p. 327 |
| Traditional Program and Project Offices | |
| What Project Support Offices Do | |
| Where Should the Project Support Office Reside? | |
| Staffing the Project Support Office | |
| Selling the Project Support Office | |
| Conclusions | |
| 17 Carpe Diem: Seize the Day! | p. 344 |
| References | p. 347 |
| Index | p. 351 |
