Practical Project Management. Tips, Tactics, and Tools

  • ID: 2209970
  • Book
  • 400 Pages
  • John Wiley and Sons Ltd
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"Harvey Levine is a recognized writer and dedicated warrior of the project management profession. Aside from years of volunteer effort to the profession (and holding the presidency of the Project Management Institute), his consulting work and writings have always smacked of practicality–thus his new book featuring ′Tips, Tactics, and Tools′. His experience, as shown clearly in this book, covers the gamut of project management. And besides all that, Harvey′s writings are fun to read!"

–Paul C. Dinsmore, PMP, PMI Fellow

Author of Winning in Business with Enterprise Project Management

"Yet another book on project management? The difference is that Harvey Levine has set down his knowledge and understanding of project management honed over some forty years of experience in the industry. His latest book, Practical Project Management, provides profound practical and pragmatic advice, not just for the project management practitioner but also for senior management seeking to leverage the best out of the discipline in today′s competitive world. His lighthearted style makes for easy reading without detracting from the value of the content. This book covers the whole spectrum from the new paradigms of project portfolio management to project communication and how to make it work. It integrates new ideas with true and trusted old ones, and the text is replete with ′Tips and Tools′ sidebars. A very readable book, highly recommended."

–Max Wideman, FCSCE, FEIC, FICE, PMI Fellow and Past President

"Companies are putting temporary project teams onto more and more of their work, often blind to how this changes management. Practical Project Management will open a lot of eyes to the pitfalls, and in his conversational style Harvey Levine elucidates some rare and valuable guidance on everything from organizing for project management to picking tools."

–Matt Light, Research Director, Gartner Inc.

"Harvey Levine′s seasoned, sensible approach to project management is apparent in this straightforward guide to practical project management. For either the experienced professional or the novice, the sections of ′Tips, Tactics, and Tools′ provide useful, easy–to–grasp concepts that highlight the content of his text. Those who appreciated Harvey′s practical articles on will enjoy reading his new book, and those who are not familiar with his past work are in for a treat as he leads the reader through the journey of practical project management."

–Mary Devon O′Brien, PMP, PMI Fellow, PMI Past President and Chairman

"Harvey Levine has helped shape the project management body of knowledge and our products. In this book, he shares the insights of over forty years of project management experience with great clarity, wit, and style."

–Roger Meade, CEO, Scitor Corporation

"Practical Project Management: Tips, Tactics, and Tools is another of the author′s easy–to–read but quite insightful books, containing many practical ideas and suggestions for making your projects run more smoothly while achieving their planned objectives. The book includes numerous nuggets of wisdom that have been used to good advantage on successful projects and can be applied equally well to yours. This book has something for all practitioner levels, including even the most seasoned project and program managers."

–Ken Hartley, Vice President, PB Programme Management Ltd., PMI Fellow and Past President
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1. Setting Up the Project Management Operation.

1.1 About Projects and Project Management.

1.2 Organizing for Project Management.

1.3 Does Your Company Need a CPO?

1.4 Implementing a Computer–based Project Management Capability.

2. Getting Started.

2.1 Project Initiation Techniques.

2.2 Do You Weebis? Clarifying WBS, OBS, and RBS.

2.3 Project Life Cycles.

3. Scheduling.

3.1 Critical Path Scheduling.

3.2 Critical Path, Critical Chain, and Uncertainty: Exploring Concepts of Shared Contingency.

3.3 Estimating Task Durations.

3.4 How Important Are Schedules and Time Compression?

3.5 Practical Scheduling.

4. Resource and Workforce Management.

4.1 An Overview of the Different Elements of Resource Management.

4.2 Role–based Needs for Managing Resources in a Project–driven Organization.

4.3 Resource Leveling and Games of Chance.

4.4 Practical Resource Scheduling.

5. Budgeting and Cost Control.

5.1 Concepts and Issues of Project Budgeting and Cost Control.

5.2 Software Support for Cost Management.

6. Risk Management and Contingency.

6.1 Using and Managing Contingency.

6.2 Risk Management for the Sigmaphobic: Managing Schedule, Cost, and Technical Risk and Contingency.

6.3 Some Computer–based Approaches to Schedule Risk Analysis.

7. Maintaining the Plan.

7.1 Change Control and Scope Management.

7.2 Real–time Status versus Period Data.

7.3 Automatic Project Management: A Classic Oxymoron.

8. Performance Measurement.

8.1 Measuring the Value of Work Accomplishment.

9. Project Portfolio Management.

9.1 Defining and Implementing Project Portfolio Management.

9.2 Bridging the Gap between Operations Management and Projects Management: The Important Role of Project Portfolio Management.

9.3 Project Selection and Risk: Risk Management Is an Essential Part of Project Portfolio Management.

10. Project Management, Enterprise Project Management, and Enterprise Resource Planning.

10.1 The Search for Automated, Integrated, Enterprise–wide Project Management: Minnesota Smith and the Temple of Unrealized Dreams.

10.2 Integrating PM and ERP.

11. Project Management and Professional Services Automation.

11.1 Defining the PSA Market.

11.2 Building PSA Solutions.

12. Tools of the Trade.

12.1 A Simplified and Balanced Approach to PM Software Selection.

12.2 New Names for Old Games: Rebadging Sound and Proven PM Concepts.

12.3 The e Revolution: Collaboration Services, B2B, Gateways.

13. Making Project Management Work.

13.1 Implementing Project Management: Commitment and Training Ensure Success.

13.2 Making Project Communication Work: Everything You Need to Know about Project Communication.

13.3 Why Project Management Implementation Programs Fail.

13.4 Teams, Task Forces, and Bureaucrats.

13.5 The Psychological Contract: How to Stimulate Initiative and Innovation in Any Organization.

13.6 Shared Rewards.

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HARVEY A. LEVINE has been a project management professional for thirty–nine years, providing applications, system design, and consulting services in project planning and control, mostly with General Electric. In 1986, Levine founded the Project Knowledge Group, a consulting firm specializing in project management training; project management software selection, evaluation, and implementation; and project management using computers. He has also served on the board of directors of the Project Management Institute and was recently elected a Fellow of PMI.
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Note: Product cover images may vary from those shown