Ultimate guide to project management for small business : get it done right!

Ultimate guide to project management for small business Get it done right!

Sid Kemp

Book - 2005

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Subjects
Project management.
Small business > Management.
Published
Irvine, CA : Entrepreneur Press [2005]
Language
English
Main Author
Sid Kemp (-)
Item Description
Accompanying CD-ROM provides tools, worksheets, graphs, and customizable forms.
Physical Description
410 pages + 1 CD-ROM (4 3/4 in.)
Format
System requirements not available.
Bibliography
Includes index.
ISBN
9781932531725
  • Preface
  • Part I. The Basics of Project Management
  • Chapter 1. Get It Done Right! Solving Problems and Realizing Opportunities
  • Start Where You Are
  • Get It Done Right!-Word by Word
  • Pick a Project
  • Define the Problem
  • Define a Good Solution
  • Make a Plan
  • What Is a Plan?
  • Planning for the Business
  • Technical Planning
  • Project Planning
  • Putting the Plan Together
  • Do and Check
  • Deliver the Results
  • Evaluate the Project
  • Do Your First Project!
  • Conclusion: We Can Get It Done Right
  • What Can PM Do for Me?
  • Chapter 2. Why Businesses Need Successful Projects
  • What's a Project?
  • Projects Change Your Business
  • Everyone Needs a Life Cycle
  • Product Life Cycles
  • Business Life Cycles
  • Project Life Cycles
  • It's Bad Out There-Projects Are Failing All the Time
  • Chapter 3. Solving the Right Problem
  • Which Problem Do I Tackle First?
  • Defining the Problem or Opportunity
  • Defining a Problem
  • Finding Multiple Causes-the Ishikawa Diagram
  • Finding the Root Cause
  • Defining an Opportunity
  • Key Questions in Defining a Problem
  • Gap Analysis
  • Picking a Good Solution
  • Architecture-Bringing Together Customer, Business, and Technical Views
  • Constraints and Drivers
  • An Example: Evaluating Market Opportunities
  • Will This Really Work?
  • Business Evaluation
  • Project Management Evaluation
  • Starting Project Risk Management: Making Sure We Can Succeed
  • Technical Evaluation
  • Ways of Testing the Waters
  • Is It Really Worth Doing?
  • Return on Investment (ROI) Evaluation: Will the Project Make More Than It Costs?
  • A Good Fit for the Company
  • Alignment with Values
  • Trust Your Gut
  • Conclusion
  • Chapter 4. Your Business and Your Projects
  • Choosing Which Projects to Do
  • Work Flow at Your Company
  • Strategic Planning
  • Program Management
  • Portfolio Management
  • Matrix Management
  • Keeping Track of It All
  • Self-Management: The Art of Getting It Done Right
  • Managing Multiple Projects
  • Assigning Work
  • Running a Program Full of Projects
  • Team Training in Project Management
  • Conclusion
  • Part II. The Bigger Picture of Project Management
  • Chapter 5. Scope: What Are We Making?
  • Scope: Exactly What Am I Doing?
  • Scope Specification-Defining What Makes It Good
  • Simple Architecture for Your Project
  • Step by Step: The Work Breakdown Structure (WBS)
  • The WBS: Key to Successful Planning
  • Making the WBS
  • PMI Scope Processes
  • Conclusion
  • Plan a Project Now
  • Chapter 6. Time and Money: Estimates, Due Dates, and Budgets
  • Understanding Allocation and Estimation
  • Time: How Long Will It Take?
  • Instructions for Activity Definition
  • Estimating Resources and Duration
  • Schedule Development: Making Your Calendar
  • PMI Time Processes
  • Money: How Much Will It Cost?
  • Early Estimation
  • Detailed Estimation from the WBS
  • PMI Cost Processes
  • Conclusion
  • Make Estimates for Your Project Now
  • Chapter 7. Ensuring Success by Completing the Plan
  • Who Should Do the Work?
  • Project Human Resource Management: Building Our Team
  • Project Procurement Management: Getting Whom and What We Need
  • How Do I Make Sure It Gets Done Right?
  • Project Quality Management: Making It Good
  • Project Risk Management: Making Sure It Gets Done
  • Getting Ready to Roll
  • Project Communications Management: Keeping Everyone on the Same Page
  • Project Integration Management: Pulling the Plan Together
  • Conclusion: Ready for Launch
  • It's Time: Put the Plan Together
  • Chapter 8. Managing Project Work
  • Managing to the Plan with Feedback
  • What Is Feedback?
  • Plan, Do, Check, Act (PDCA)
  • The Status-Reporting Process
  • Using the Five Process Groups
  • Choosing and Improving Your Life Cycle
  • Improving Gate Reviews
  • Adding Stages to Your Life Cycle
  • Life Cycles and Process Groups: What's the Difference?
  • Conclusion
  • Chapter 9. Keeping the Project on Track
  • Communication Is a Two-Way Street
  • Getting Good Information
  • Motivating the Team
  • Managing the Technical Level
  • Executing the Work
  • Monitoring the Work
  • Controlling the Work
  • Managing the Project Level
  • Scope
  • Time and Cost
  • Quality
  • Risk
  • Communications, Human Resources, and Procurement
  • Integration
  • Managing the Business Level
  • Managing Expectations
  • Changes Outside the Project
  • Changes Inside the Project
  • Conflict
  • Conclusion
  • Chapter 10. Delivering Customer Delight
  • The Challenges of Following Through
  • Technical Follow-Through
  • Ensuring a Good Specification
  • Ensuring We Meet the Specification
  • Project Follow-Through
  • Coordinate with Everyone
  • Keep Track of Everything
  • Be Ready for Anything
  • What Have We Learned?
  • Business Follow-Through
  • Is the Customer Delighted?
  • Are All the Loose Ends Tied Up?
  • Is ROI Realized?
  • Conclusion
  • Chapter 11. Focus on Success
  • The Top 20 List
  • Five Ways to Project Disaster
  • Using Practical Tools and Templates
  • Divide, Connect, and Conquer
  • Effective Meetings for Project Success
  • Introduction: Meetings Matter
  • Making Meetings Effective
  • Meetings-a Project Perspective
  • Many Types of Meetings
  • Conclusion: Meeting Success = Project Success
  • Conflict Prevention and Conflict Resolution
  • Conflict Prevention: Add the Right Ingredients
  • Conflict Resolution
  • Conclusion
  • Part III. Real-World Projects
  • Chapter 12. Storefront Success: Know What You Want, Plan, and Go for It
  • A Long Time Coming: Opening the First Store
  • Training, Gaining, and Retaining Staff
  • Improvements-Roasting and Going Nuts!
  • Front Porch Two: A Dream Coming True
  • Tips for Those Starting a Business
  • Conclusion
  • Chapter 13. What It Takes to Make a Movie
  • How to Become a Producer
  • Making the Plan
  • Locking Down the Contract
  • Preproduction: Pulling the Team Together and Getting Ready to Shoot
  • Get It in the Can: Shooting the Movie
  • Conclusion
  • Chapter 14. Alignment to Our Customers
  • A Good Company Needs to Do Better
  • Setting Specific Goals
  • Find Out What Your Customers Like About You, Then Tell Everyone
  • Use All the Information You Have
  • Conclusion
  • Chapter 15. A Consulting Firm Launches Its First Product
  • Technical Challenges and Solutions
  • Project Management Challenges and Solutions
  • Entrepreneurial Business Challenges and Solutions
  • Success Brings More Challenges
  • Conclusion
  • How Have You Defined Your Projects?
  • Chapter 16. 17 Years of Growth at Kirbo's
  • Chapter 17. Annual Strategic Planning at QTI
  • A Strategic Plan Adds Flexibility
  • What Is a Strategic Plan?
  • How to Plan Strategy Each Year
  • Conclusion
  • Chapter 18. A Customer Problem Opens a New Business
  • Chapter 19. Even a Kid Can Learn Project Management
  • Learning About the World of Movies
  • Learning How to Make a Movie
  • Making a Movie
  • Conclusion
  • Grow Your Team
  • Appendix A. Glossary of Terms Used in This Book
  • Appendix B. Complete Project Management Glossary from the Project Management Institute
  • Index

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