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Effective Project Management Third Edition by Robert K. Wysocki
Ravi Chopra

Effective Project Management Third Edition by Robert K. Wysocki

Ravi Chopra | 09-Jul-2016 |
Effective Project Management , Traditional Project Management , What Is a Project? , What Is Traditional Project Management? , Scoping the Project , Identifying Project Activities , Estimating Duration , Resource Requirements and Cost , Constructing and Analyzing the Project Network Diagram , Finalizing the Schedule and Cost Based on Resource Availability , Organizing and Conducting the Joint Project Planning Session , Recruiting , Organizing and Managing the Project Team , Monitoring and Controlling Progress , Closing Out the Projects , CRITICAL CHAIN PROJECT MANAGEMENT , Adaptive Project Framework , Introduction to the Adaptive Project Framework , Version Scope , Cycle Plan , Cycle Build , Client Checkpoint , Post-Version Review , Variations to APF , Organizational Considerations , Project Portfolio Management , Project Support Office ,

Hi friends, here Ravi Chopra uploaded notes for PROJECT MANAGEMENT with title Effective Project Management Third Edition by Robert K. Wysocki. You can download this lecture notes, ebook by clicking on the below file name or icon.

Part One Traditional Project Management 1

Chapter 1 What Is a Project? 3
Defining a Project 3
Sequence of Activities 4
Unique Activities 4
Complex Activities 4
Connected Activities 5
One Goal 5
Specified Time 5
Within Budget 5
According to Specification 6
What Is a Program? 6
Project Parameters 7
Scope 7
Quality 8
Cost 8
Time 8
Resources 9
The Scope Triangle 9
Scope Creep 11
Hope Creep 11
Effort Creep 11
Feature Creep 12
Project Classifications 12
Classification by Project Characteristics 13
Classification by Project Type 15
Putting It All Together 15
Discussion Questions 16

Chapter 2 What Is Traditional Project Management? 17
Principles of Traditional Project Management 17
Defining 18
Planning 19
Executing 20
Controlling 21
Closing 21
Traditional Project Management Life Cycle 22
Phases of Traditional Project Management 23
Levels of Traditional Project Management 28
Quality Management 29
Continuous Quality Management Model 30
Process Quality Management Model 30
Risk Management 33
Identifying Risk 34
Assessing Risk 35
Planning Risk Response 35
Risk Monitoring and Control 36
Risk Assessment Example 37
Procurement Management 38
Planning Procurement 39
Soliciting Requests for Proposals 40
Managing RFP Questions and Responses 41
Selecting Vendors 41
Managing Contracts 42
Closing Out the Contract 43
Relationship between Traditional Project
Management and Other Methodologies 43
The Pain Curve 44
Putting It All Together 48
Discussion Questions 48

Chapter 3 Scoping the Project 49
Defining the Project 49
Managing Client Expectations 50
Sorting Wants versus Needs 51
Developing Conditions of Satisfaction 51
Conducting Milestone Reviews 54
Creating the Project Overview Statement 55
Parts of the POS 56
Attachments 64
Using the Joint Project Planning Session
to Develop the POS 67
Submitting a Project for Approval 67
Participants in the Approval Process 69
Approval Criteria 70
Project Approval Status 71
The Project Definition Statement 71
Putting It All Together 72
Discussion Questions 72

Chapter 4 Identifying Project Activities 75
The Work Breakdown Structure 75
Uses for the WBS 78
Generating the WBS 79
Top-Down Approach 79
Bottom-Up Approach 81
WBS for Small Projects 82
Intermediate WBS for Large Projects 83
Six Criteria to Test for Completeness in the WBS 84
Measurable Status 84
Bounded 85
Deliverable 86
Cost/Time Estimate 86
Acceptable Duration Limits 86
Activity Independence 86
Using a Joint Project Planning Session to Build the WBS 87
Approaches to Building the WBS 88
Noun-Type Approaches 89
Verb-Type Approaches 90
Organizational Approaches 91
Representing the WBS 91
Putting It All Together 95
Discussion Questions 95

Chapter 5 Estimating Duration, Resource Requirements, and Cost 97
Estimating Duration 97
Resource Loading versus Activity Duration 99
Variation in Activity Duration 101
Six Methods for Estimating Activity Duration 102
Estimation Precision 106
Estimating Resource Requirements 106
People as Resources 107
Resource Breakdown Structure 108
Estimating Duration as a Function of Resource Availability 109
Assign as a Total Work and a Constant Percent/Day 109
Assign as a Duration and Total Work Effort 110
Assign as a Duration and Percent/Day 110
Assign as a Profile 110
Estimating Cost 111
Resource Planning 111
Cost Estimating 112
Cost Budgeting 113
Cost Control 113
Using a JPP Session to Estimate Duration,
Resource Requirements, and Cost 114
Determining Resource Requirements 115
Determining Cost 115
Putting It All Together 116
Discussion Questions 116

Chapter 6 Constructing and Analyzing the Project Network Diagram 117
The Project Network Diagram 117
Envisioning a Complex Project Network Diagram 118
Benefits to Network-Based Scheduling 119
Building the Network Diagram Using
the Precedence Diagramming Method 121
Dependencies 123
Constraints 125
Using the Lag Variable 129
Creating an Initial Project Network Schedule 129
Analyzing the Initial Project Network Diagram 135
Compressing the Schedule 135
Management Reserve 137
Using the JPP Session to Construct
and Analyze the Network 139
Putting It All Together 141
Discussion Questions 142

Chapter 7 Finalizing the Schedule and Cost Based on
Resource Availability 143
Considering Resource Availability 143
Leveling Resources 144
Acceptably Leveled Schedule 146
Resource-Leveling Strategies 147
Utilizing Available Slack 147
Shifting the Project Finish Date 147
Smoothing 148
Alternative Methods of Scheduling Activities 148
Cost Impact of Resource Leveling 150
Implementing Micro-Level Project Planning 151
Work Packages 153
Purpose of a Work Package 153
Format of a Work Package 154
Putting It All Together 157
Discussion Questions 157

Chapter 8 Organizing and Conducting the Joint Project
Planning Session 159
Joint Project Planning Sessions 159
Planning the JPP Session 160
Attendees 161
Facilities 164
Equipment 164
The Complete Planning Agenda 164
Deliverables 165
Project Proposal 166
Contents of the Project Proposal 166
Putting It All Together 168
Discussion Questions 168

Chapter 9 Recruiting, Organizing, and Managing the Project Team 169
Project Manager vis-à-vis the Functional Manager 170
Projects as Motivation and Development Tools 171
Motivators 172
Hygiene Factors 172
Recruiting the Project Team 175
The Project Manager 175
Core Team Members 178
Contracted Team Members 181
Organizing the Project Team 185
Authority 185
Responsibility 186
Balancing a Team 186
Developing a Team Deployment Strategy 187
Developing a Team Development Plan 188
Establishing Team Operating Rules 188
Situations Requiring Team Operating Rules 189
Problem Solving 190
Decision Making 192
Conflict Resolution 196
Consensus Building 197
Brainstorming 198
Team Meetings 199
Managing Team Communications 200
Managing Communications Timing, Content, and Channels 200
Managing Communication Beyond the Team 203
Putting It All Together 206
Discussion Questions 206

Chapter 10 Monitoring and Controlling Progress 207
Control versus Risk 207
Purpose of Controls 208
High Control—Low Risk 209
Low Control—High Risk 209
Balancing the Control System 210
Control versus Quality 211
Progress Reporting System 211
Types of Project Status Reports 211
How and What Information to Update 215
Frequency of Gathering and Reporting Project Progress 216
Variances 217
Applying Graphical Reporting Tools 218
Gantt Charts 218
Milestone Trend Charts 219
Cost Schedule Control 222
Using the WBS to Report Project Status 228
Deciding on Report Level of Detail 230
Activity Manager 230
Project Manager 230
Senior Management 231
Managing Project Status Meetings 231
Who Should Attend? 231
When Are They Held? 232
What Is Their Purpose? 232
What Is Their Format? 233
Managing Change 234
Managing Problem Escalation 237
The Escalation Strategy Hierarchy 239
Problem Management Meetings 240
Putting It All Together 241
Discussion Questions 241

Chapter 11 Closing Out the Projects 243
Steps in Closing a Project 243
Getting Client Acceptance 244
Ceremonial Acceptance 244
Formal Acceptance 244
Installing Project Deliverables 245
Documenting the Project 245
Post-Implementation Audit 246
The Final Report 249
Celebrating Success 249
Putting It All Together 250
Discussion Questions 250

Chapter 12 Critical Chain Project Management 251
What Is the Critical Chain? 252
Variation in Duration: Common Cause versus Special Cause 252
Statistical Validation of the Critical Chain Approach 253
The Critical Chain Project Management Approach 255
Step 1: Creating the Early Schedule Project Network Diagram 255
Step 2: Converting the Early Schedule to the Late Schedule
and Adding Resources 256
Step 3: Resolving Resource Conflicts 256
Buffers 257
Defining Buffers 258
Types of Buffers 258
Using Buffers 259
Managing Buffers 260
Track Record of Critical Chain Project Management 262
Putting It All Together 263
Discussion Questions 263

Part Two - Adaptive Project Framework 265

Chapter 13 Introduction to the Adaptive Project Framework 267
Defining APF 268
An Overview of the APF 269
Version Scope 269
Cycle Plan 272
Cycle Build 273
Client Checkpoint 273
Post-Version Review 274
The APF Core Values 276
Client-Focused 276
Client-Driven 276
Incremental Results Early and Often 277
Continuous Questioning and Introspection 277
Change Is Progress to a Better Solution 277
Don’t Speculate on the Future 278
Putting It All Together 278
Discussion Questions 278

Chapter 14 Version Scope 279
Defining the Version Scope 281
Developing the Conditions of Satisfaction 281
Writing the Project Overview Statement 283
Holding a Fixed Version Budget and Timebox 285
Planning the Version Scope 286
Developing the Mid-Level WBS 286
Prioritizing the Version Functionality 287
Prioritization Approaches 289
Prioritizing the Scope Triangle 290
Determining the Number of Cycles and Cycle Timeboxes 294
Assigning Functionality to Cycles 295
Writing Objective Statements for Each Cycle 295
Putting It All Together 295
Discussion Questions 296

Chapter 15 Cycle Plan 297
Developing a Low-Level WBS for This Cycle Functionality 299
Micromanaging an APF Project 300
Estimating Task Duration 301
Estimating Resource Requirements 302
Determining Resource Requirements in the WBS 303
Identifying a Specific Resource Needed 303
Sequencing the Tasks 303
Putting It All Together 304
Discussion Questions 304

Chapter 16 Cycle Build 305
Creating a Micro-Level Schedule and Finalizing
Resource Assignments 306
Writing Work Packages 309
Building Cycle Functionality 310
Monitoring and Adjusting the Cycle Build Schedule 311
Maintaining a Scope Bank 311
Maintaining an Issues Log 312
Using a Prioritized Scope Matrix 313
Holding Team Meetings 313
Status Reports 314
Putting It All Together 314
Discussion Questions 315

Chapter 17 Client Checkpoint 317
Inputs to the Client Checkpoint 319
Planned versus Actual Functionality Added 319
Scope Bank 319
Questions to Be Answered during Client Checkpoint 319
What Was Planned? 320
What Was Done? 320
Is the Version Scope Still Valid? 320
Is the Team Working as Expected? 321
What Was Learned? 321
Adjusting Functionality for the Next Cycle Plan 321
Updated Functionality List 322
Reprioritized Functionality List 322
Next Cycle Length 322
Putting It All Together 323
Discussion Questions 323

Chapter 18 Post-Version Review 325
Checking Explicit Business Outcomes 326
Reviewing Lessons Learned for Next Version Functionality 327
Assessing APF for Improvements 327
Putting It All Together 327
Discussion Questions 328

Chapter 19 Variations to APF 329
Proof-of-Concept Cycle 330
Revising the Version Plan 331
Extreme Project Management 331
Defining an Extreme Project 332
Overview of Extreme Project Management 333
Comparing Project Approaches 346
Putting It All Together 347
Discussion Questions 348


Part Three - Organizational Considerations 349

Chapter 20 Project Portfolio Management 351
Introduction to Project Portfolio Management 352
Portfolio Management Concepts 352
The Major Phases of Project Portfolio Management 354
Establishing a Portfolio Strategy 356
Strategic Alignment Model 357
Boston Consulting Group Products/Services Matrix 359
Project Distribution Matrix 361
Growth versus Survival Model 363
Project Investment Categories 363
Choosing Where to Apply These Models 364
Evaluating Project Alignment to the Portfolio Strategy 364
Prioritizing Projects and Holding Pending
Funding Authorization 365
Forced Ranking 366
Q-Sort 367
Must-Haves, Should-Haves, Nice-to-Haves 367
Criteria Weighting 368
Paired Comparisons Model 369
Risk/Benefit 371
Selecting a Balanced Portfolio Using the
Prioritized Projects 372
Balancing the Portfolio 373
Strategic Alignment Model and Weighted Criteria 374
Project Distribution Matrix and Forced Ranking Model 376
Graham-Englund Selection Model and the Risk/Benefit Matrix 377
Balancing Using Partial Funding or Staffing of Projects 382
Managing the Active Projects 382
Project Status 383
Reporting Portfolio Performance 384
Closing Projects in the Portfolio 390
Attainment of Explicit Business Value 390
Lessons Learned 390
Preparing Your Project for Submission to the
Portfolio Management Process 391
A Revised Project Overview Statement 391
A Two-Step Submission Process 394
A New Submission Process 395
Putting It All Together 396
Discussion Questions 396

Chapter 21 Project Support Office 397
Background of the Project Support Office 398
What Is a Project Support Office? 399
Temporary or Permanent Organizational Unit 400
Portfolio of Services 400
Specific Portfolio of Projects 401
Naming the Project Support Office 401
Establishing Your PSO’s Mission 403
Framing PSO Objectives 403
Exploring PSO Functions 404
Project Support 404
Consulting and Mentoring 405
Methods and Standards 406
Software Tools 407
Training 407
Project Manager Resources 408
Selecting PSO Organizational Structures 409
Virtual versus Real 409
Proactive versus Reactive 410
Temporary versus Permanent 410
Program versus Projects 410
Enterprise versus Functional 410
Hub—Hub and Spoke 410
Organizational Placement of the PSO 411
How Do You Know You Need a PSO? 412
The Standish Group Report 412
Spotting Symptoms That You Need a PSO 413
Establishing a PSO 415
PSO Stages of Growth 415
Planning a PSO 417
Challenges to Implementing a PSO 427
Speed and Patience 428
Leadership from the Bottom Up 428
A Systems Thinking Perspective 428
Enterprise-wide Systems 428
Knowledge Management 428
Learning and Learned Project Organizations 429
Open Communications 429
Putting It All Together 429
Discussion Questions 429

 

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Irfan Yousafzai
30-Aug-2016

Irfan Yousafzai

thanks for sharing

Irfan Yousafzai
05-Sep-2016

Irfan Yousafzai

i am searching for its power point version .... if you have an idea kindly email me.... thanks in advance

Irfan Yousafzai
05-Sep-2016

Irfan Yousafzai

E-mail yousafzai.irfn@gmail.com