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Contents at a Glance
Table of Contents Introduction
I Project Management Jumpstart
1 Project Management Overview
What Is Project Management...Exactly?
What Is the Value of Project Management?
Why Are Projects Challenging?
Growing Demand for Effective Project Managers
Trends in Project Management
Additional Resources
2 The Project Manager
One Title, Many Roles
Key Skills of Project Managers
Qualities of Successful Project Managers
15 Common Mistakes of Project Managers
Project Manager Versus Scrum Master Versus Product Owner
3 Essential Elements for Any Successful Project
What Exactly Is a Successful Project?
Learning from Troubled Projects
Learning from Successful Projects
Essential Project Manager Toolkit
II Project Planning
4 Defining a Project Setting the Stage for Success
How Does Defining a Project Relate to Project Planning?
Project Definition Document
Project Definition Checklist
5 Planning a Project
Key Project Planning Principles
Important Questions Project Planning Should Answer
Building a Project Plan
Summary of Supplemental Project Plan Components
Project Plan Checklist
6 Developing the Work Breakdown Structure
What Exactly Is a WBS?
Why Is the WBS Important?
The Process of Building a WBS
7 Estimating the Work
Next Step in the Schedule Development Process
Managing the Risk, Managing the Estimates
Reasons for Estimating Woes
Powerful Estimating Techniques and Methods
Best Practices
8 Developing the Project Schedule
The Impact of the Project Schedule
The Goal of the Schedule Development Process
Key Inputs for Building a Schedule
Creating a Schedule
9 Determining the Project Budget
The Impact of the Project Budget Principles of an Effective Budget
Creating a Project Budget
Common Budget Challenges
III Project Control
10 Controlling a Project
What Is Project Control?
Management Fundamentals for Project Control
Powerful Techniques for Project Control
Performance Reporting
Variance Responses
Leveraging Earned Value Management Concepts
Lessons from Project Recoveries
11 Managing Project Changes
What Exactly Is a Project Change and What’s the Big Deal, Anyway?
Fundamentals for Managing Project Change
What Causes Unplanned Scope Changes?
Essential Elements of a Project Change Control System
Powerful Techniques for Minimizing Project Changes
Common Project Change Control Challenges
“Managing Project Deliverables” Means What, Exactly?
“Why Do This? It’s Too Much Work!”
Identify, Protect, and Track: The Principles of Managing Work Products
Best Practices
Configuration Management Plan
Common Challenges and Pitfalls
13 Managing Project Issues
The Goals, Objectives, and Principles of Project Issue
Management
Key Features of Issue Management Systems
Options for an Issue Log
Best Practices
Some Special Situations
14 Managing Project Risks
Key Risk Management Principles
The Essential Process for Managing Project Risks
The Common Sources of Project Risk
Typical Problems
Powerful Risk Control Strategies
Are You Sure It’s a Risk?
15 Managing Project Quality
What Is “Project Quality”?
Unique Aspects of Managing Project Quality
Principles of Managing Project Quality
Powerful Tools and Techniques for Project Quality
Powerful Quality Strategies
Typical Quality-Related Challenges
IV Project Execution
16 Leading a Project
More Than Managing
Where Is Leadership Needed on a Project?
12 Keys to Better Project Leadership
Power of Servant Leadership Approach
Managing Project Communications
What Are Project Communications?
The Importance of Project Communications
Why Communicating Can Be Tough
Seven Powerful Principles
Best Practices of Effective Project Communicators
Value of Reviewing Stakeholder Expectations Management
Critical Aspects of Expectations
Seven Master Principles of Expectations Management
Essential Elements of Managing Expectations
Ten Key Management Principles
Proven Techniques for Better Team Performance
Special Situations
Five Key Principles
Proven Techniques for Leading Cross-Functional Projects
Proven Techniques for Leading Cross-Cultural Projects
Proven Techniques for Leading Virtual Projects
First, Let’s Clarify a Few Terms
Ten Proven Principles of Vendor Management
12 Tips for Buyers
Seven Tips for Sellers
12 Key Project Management Skills for Better Vendor Management
Stuff You Need to Know About Contracts
22 Ending a Project
Three Key Principles
Project End Checklist: 13 Important Steps
Common Project Closing Challenges
Methods for Ending a Contract or a Project
V Accelerating the Learning Curve…Even More
23 Making Better Use of Microsoft Project
Understand This…and It All Becomes Easier
Need-to-Know Features
Best Practices for Setting Up a New Project
Keys to Making Resource Leveling Work
Powerful Reporting Secrets
More Insights to a Better Project Schedule
Ten Key Helpful Features
What You Need to Know About the Different Versions of Microsoft Project
24 When Reality Happens
What If I’m in a Project Management “Lite” Culture?
What If I Can’t Develop a Detailed Schedule?
What If I Must Manage to a Hard Milestone Date?
What If I Have Difficult Resources?
What Can I Do About Turnover?
Tips for Managing a Selection Process
Tips for Managing a Testing Process
25 The Fun Never Stops
Agile Approaches
DevOps and DevSecOps
HIPAA, Privacy, and Security
Project Management Offices
Portfolio Project Management
Governance Processes
Critical Chain Project Management
Web-Based Project Management and Collaboration Tools
Requirements Management Tools
Mind Mapping Tools
Value of Certifications
Project Management Training
26 Powerful PMP Exam Tips
What Is Different About the 2021 PMP Exam?
What Is the PMP Exam Like?
Common “Context” Differences
Common “Experience” Differences
Common Terminology Differences
What’s Important to PMI?
Key PMI Assumptions and Themes
Exam Topics Not Covered by PMBOK
Exam Preparation Strategies
Exam-Taking Tips
Index
About the Author
Gregory M. Horine is a certified (PMP, Certified Scrum Master, Six Sigma Green Belt) business technology and IT project management professional with a track record of successful results using servant leadership principles and a focused customer orientation. He has been consistently recognized for excellence in people management, leadership maturity, communication skills, problem-solving skills, and establishing long-term client relationships. Primary areas of expertise and strength include the following:
Project management and leadership
Complete project life-cycle experience across multiple industries
Agile, waterfall, and hybrid application development
Package implementation and integration
Enterprise solution development
Application release management
Application development team management
Project and portfolio management tools
Data analysis and transformation
Business process analysis and improvement
Testing, quality, and risk management
In addition, Mr. Horine holds a master’s degree in computer science from Ball State University and a bachelor’s degree in both marketing and computer science from Anderson College (Anderson, Indiana).
Through his servant leadership approach, Mr. Horine has established a track record of empowering his teammates, improving project communications, overcoming technical and political obstacles, and successfully completing projects that meet the targeted objectives.
Mr. Horine is grateful for the guidance and the opportunities that he has received from many mentors throughout his career. Their
patience and influence has helped form a rewarding career marked by continuous learning and improvement.
I am grateful for the patience, support, and teamwork demonstrated by the following individuals: my editor, Laura Norman; the Pearson Publishing team, my family; and my parents, Carla and Bud.
In addition, I want to acknowledge the talents and professionalism of Mr. Craig Thurmond for his graphical design contributions to this book.
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As organizations continue to move toward “project-based” management to get more done with fewer resources—and as the demand for effective project managers continues to grow—more and more individuals find themselves with the opportunity to manage projects for the first time.
In an ideal world, every new project manager candidate would complete certified project management training programs and serve as an apprentice before starting a first project manager opportunity, but...this is the real world. In many cases, a quicker, more accessible, and more economical alternative is needed to guide these candidates in managing projects successfully the first time.
ProjectManagementAbsoluteBeginner’sGuide, Fifth Edition, is intended to provide this alternative in a helpful, fun, and practical style.
About This Book
The objectives of this book include the following:
To be a pragmatic guide that prepares a new project manager for the “real world.”
To be an easy-to-use tutorial and reference for any person managing a first project.
To teach the key concepts and fundamentals behind project management techniques. When you understand these, you can apply them effectively independent of toolset, environment, or industry.
To reduce the on-the-job learning curve by sharing the traits of successful projects and “lessons learned” from less-thansuccessful projects.
