Enhanced descriptions from Syndetics:

Provides a non-theoretical understanding of the flexibility required in day-to-day management situations. This book includes guidelines for managing multiple projects, risk management strategies, a blueprint for developing a workable project methodology, and more.

Table of contents provided by Syndetics

• Preface (p. xiii)
• Abbreviations Used in This Book (p. xvii)
• List of Figures (p. xix)
• List of Tables (p. xxiv)
• Acknowledgments (p. xxv)
• Section 1 Introduction to Project Management
• Chapter 1 An Introduction to Project Management (p. 3)
• What Is a Project? (p. 5)
• What Is Project Management? (p. 7)
• Nature of Projects (p. 29)
• How Do You Define Success? (p. 31)
• The Project Management System (p. 32)
• Project Management and ISO 900 (p. 42)
• Project Management and Six Sigma (p. 42)
• The Lewis Method of Managing Projects (p. 44)
• In Summary (p. 50)
• Key Points for Chapter 1 (p. 50)
• Questions for Review (p. 51)
• Chapter 2 Getting Your Organization to Accept Project Management (p. 53)
• Paradigms (p. 53)
• Theory Espoused Versus Theory-In-Use (p. 59)
• Management Paradigms (p. 59)
• Avoiding Pain (p. 63)
• Overcoming the Problems (p. 64)
• In Addition (p. 67)
• Key Points for Chapter 2 (p. 67)
• Questions for Review (p. 67)
• Chapter 3 The Role of the Project Manager (p. 69)
• So You Want to Be a Project Manager (p. 69)
• Do You Really Want to Manage? (p. 74)
• What Is Management? (p. 74)
• A Word of Caution (p. 80)
• The Managing versus Doing Trap (p. 82)
• Making Your Career Decision (p. 83)
• Key Points for Chapter 3 (p. 83)
• Questions for Review (p. 84)
• Chapter 4 Whole-Brain Project Management (p. 85)
• What If Your Team Doesn't Have a Whole Brain? (p. 97)
• Team Dynamics (p. 100)
• Key Points for Chapter 4 (p. 104)
• Questions for Review (p. 104)
• Section 2 Project Definition
• Chapter 5 The Headless Chicken Project (and How to Avoid It) (p. 107)
• The Cold, Hard Statistics (p. 108)
• The Causes (p. 109)
• Problem, Mission, and Vision (p. 116)
• Kinds of Problems (p. 120)
• Defining Closed-Ended Problems (p. 124)
• Defining Open-Ended Problems (p. 131)
• Redefinitional Procedures (p. 131)
• The Goal Orientation Technique (p. 131)
• The Successive Abstractions Technique (p. 133)
• Analogy and Metaphor Procedures (p. 135)
• Wishful Thinking (p. 136)
• Nonlogical Stimuli (p. 136)
• Boundary Examination Technique (p. 137)
• Reversals (p. 138)
• Linear Techniques to Generate Ideas (p. 138)
• Matrix Analysis (p. 139)
• Morphological Analysis (p. 139)
• Attribute Listing (p. 140)
• Alternative Scenarios (p. 141)
• Forced or Direct Association (p. 141)
• Design Tree (p. 142)
• Expectations, Deliverables, and Results (p. 142)
• The Project Charter (p. 144)
• The Fallacy of Project Management Assumptions (p. 144)
• Putting It All Together (p. 150)
• Key Points for Chapter 5 (p. 152)
• Questions for Review (p. 154)
• Section 3 Project Planning
• Chapter 6 Project Strategy: You Can't Develop a Good Implementation Plan Unless You First Have a Proper Game Plan (p. 157)
• What Is Strategy? (p. 158)
• The Importance of Strategy (p. 159)
• Project Strategy and Technical Strategy (p. 161)
• Generating and Choosing the Correct Strategy (p. 162)
• Putting It All Together (p. 181)
• Key Points for Chapter 6 (p. 184)
• Questions for Review (p. 185)
• Chapter 7 Developing an Implementation Plan (p. 187)
• Mistakes in Planning (p. 191)
• Developing the Work Breakdown Structure (p. 201)
• Estimating Time, Cost, and Resource Requirements (p. 218)
• Key Points for Chapter 7 (p. 233)
• Questions for Review (p. 234)
• Chapter 8 Managing Project Risk (p. 235)
• Threats versus Risks (p. 237)
• The Risk Management Process (p. 238)
• Developing Contingency Plans (p. 245)
• Conclusion (p. 249)
• Key Points for Chapter 8 (p. 249)
• Questions for Review (p. 249)
• Chapter 9 Practical Project Scheduling (p. 251)
• Just the Basics of Scheduling (p. 252)
• The Real Advantage of CPM and PERT (p. 256)
• What to Do before You Use Software (p. 256)
• What the Software Can and Can't Do (p. 259)
• Resource Allocation (p. 266)
• Queuing and Resource Availability (p. 270)
• Conclusion (p. 276)
• Key Points for Chapter 9 (p. 277)
• Questions for Review (p. 277)
• Section 4 Managing the Project--Control
• Chapter 10 Keeping the Project on Track--Control (p. 281)
• Measuring Progress (p. 281)
• The Kiss of Death: Reporting Schedule Only! (p. 287)
• Tracking Progress Using Earned Value Analysis (p. 291)
• Responding to Deviations (p. 296)
• Using Graphs to Track Progress and Forecast Trends (p. 300)
• Using a Spreadsheet to Track Progress (p. 314)
• Alternatives to Earned Value (p. 321)
• Guidelines on Tracking Progress (p. 325)
• Conducting Project Reviews (p. 327)
• Project Change Control (p. 334)
• Key Points for Chapter 10 (p. 336)
• Questions for Review (p. 336)
• Section 5 Other Issues in Project Management
• Chapter 11 Managing Multiple Projects (p. 341)
• How Much Wood Can a Woodchuck Chuck? (p. 342)
• If You Get Overloaded (p. 344)
• Managing Your Time (p. 345)
• Key Points for Chapter 11 (p. 346)
• Questions for Review (p. 346)
• Chapter 12 Developing a Project Methodology (p. 347)
• Does One Size Fit All? (p. 348)
• Product Development versus Project Management (p. 349)
• What a Methodology Should Contain (p. 350)
• Key Points for Chapter 12 (p. 351)
• Questions for Review (p. 352)
• Section 6 Managing People and Teams
• Chapter 13 Exercising Leadership as a Project Manager (p. 355)
• Managing versus Doing (p. 355)
• Leading versus Managing (p. 356)
• The Practice of Leadership (p. 361)
• The Self-Fulfilling Prophecy (p. 365)
• Choosing a Leadership Style (p. 371)
• Key Points for Chapter 13 (p. 375)
• Questions for Review (p. 376)
• Chapter 14 How to Motivate Almost Anyone (p. 377)
• Maslow's Hierarchy (p. 383)
• Herzberg's Motivation-Hygiene Factors (p. 385)
• What About Unresponsive Al? (p. 392)
• Motivation Patterns: A New Model of Motivation (p. 393)
• Key Points For Chapter 14 (p. 397)
• Questions for Review (p. 397)
• Chapter 15 Developing the Project Team and Working with People Issues (p. 399)
• Project Teams Are Different (p. 401)
• Team Building 101 (p. 404)
• More on Commitment (p. 408)
• Rewards (p. 412)
• Practicing Good Project Management Builds Teams (p. 413)
• Communication: A 13-Letter Word (p. 414)
• The Team-Building Cycle (p. 417)
• Giving Team Members Authority and Responsibility (p. 426)
• Decisions in Teams (p. 432)
• In Closing (p. 440)
• Key Points for Chapter 15 (p. 440)
• Questions for Review (p. 441)
• Chapter 16 Managing Meetings (p. 443)
• Develop a Code of Conduct (p. 444)
• Reasons for Meetings (p. 445)
• General Guidelines for Meetings (p. 447)
• Facilitating the Meeting (p. 449)
• In Summary (p. 455)
• Key Points for Chapter 16 (p. 455)
• Questions for Review (p. 456)
• Part 7 Managing Yourself
• Chapter 17 Managing Your Time (p. 459)
• The Values-Based Approach (p. 460)
• Now What? (p. 465)
• The 80/20 Principle (p. 466)
• Managing Your Time (p. 468)
• Key Points for Chapter 17 (p. 475)
• Questions for Review (p. 475)
• Chapter 18 Building Personal Effectiveness (p. 477)
• Stephen Covey's Seven Habits (p. 478)
• Paradigms Again (p. 480)
• Being Good at Everything (p. 481)
• So What's My Point? (p. 482)
• Life Planning (p. 484)
• Key Points for Chapter 18 (p. 487)
• Questions for Review (p. 487)
• Appendix Schedule Computations (p. 490)
• Network Rules (p. 490)
• Basic Scheduling Computations (p. 490)
• The Value of Float (p. 498)
• Calculations for an AOA Network (p. 499)
• Constrained End Date Scheduling (p. 499)
• Reducing Activity Durations (p. 504)
• Converting Arrow Diagrams to Bar Charts (p. 505)
• Limitations of Critical Path Method (p. 508)
• Multiple Calendars (p. 508)
• The Bali Book Schedule (p. 510)
• Key Points for Appendix (p. 513)
• Questions for Review (p. 513)
• Answers to Questions (p. 515)
• Glossary (p. 525)
• Resources for Project Managers (p. 531)
• References and Reading List (p. 533)
• Index (p. 539)