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Project management is about getting things done without spending too much or taking too long. But it often seems buried in technical jargon which makes it difficult to understand. What You Need to Know about Project Management is here to help.

What You Need to Know About Project Management Project Management is all about getting things done without spending too much or taking too long. But when you start hearing things like man-days, PSOs and stakeholders, it just makes it difficult to understand. So what do you really need to know about project management? Find out:Why setting clear goals mattersHow to estimate absolutely everything. How to get things back on track after they've gone wrongHow to track big projectsWhy work/life balance matters when you're running a big project This clear and simple approach will mean you'll never pan.

What You Need to Know

Copyright page

INTRODUCTION

1. : GOAL SETTING

THE BIG PROBLEM IN PROJECT MANAGEMENT

THE MAGIC LINE

1. ℗ THE GOAL OF THE PROJECT MUST BE CLEAR AND NOT VAGUE

2. ℗ YOU MUST CONTROL CHANGES TO THE GOAL

CHANGE CONTROL

ANOTHER WAY TO LOOK AT IT

3. ℗ YOU MUST MAXIMISE THE WIN-CONDITIONS OF THE STAKEHOLDERS

THE DEFINITION OF A SUCCESSFUL PROJECT

SMART GOALS

GOAL SETTING GIVES YOU THE MOTIVATION TO DO THE PROJECT

WHEN TO CONSIDER SOMETHING A PROJECT

2. : ESTIMATING

NOW THAT YOU HAVE A GOAL, YOU HAVE TO HAVE A PLAN.

HOW TO PREDICT THE FUTUREDURATION AND WORK

THE BUDGET

ASSUMPTIONS

GANTT CHARTS

SOME USEFUL APPROXIMATIONS

CRITICAL PATH

HOW MUCH PROJECT MANAGEMENT DOES THE PROJECT NEED

PROJECT MANAGEMENT METHODOLOGIES

PROJECT MANAGEMENT TOOLS

3. : SUPPLY AND DEMAND

PROJECT MANAGEMENT IS A PROBLEM IN SUPPLY AND DEMAND

1. ℗ EVERY JOB MUST HAVE SOMEBODY TO DO IT

2. ℗ AVAILABILITY

THE SILENT KILLER OF PROJECTS

DANCE CARDS

3. ℗ PLAYING TO THE STRENGTHS (AND NOT PLAYING TO THE WEAKNESSES!) OF THE TEAM

WHAT YOU'VE ACHIEVED

4. : MANAGING RISK

CONTINGENCY AND RISK ANALYSIS.

CONTINGENCY

WHY YOU NEED ITCONTINGENCY

HIDDEN VS. EXPLICIT/HOW MUCH AND HOW

CONTINGENCY USING WHAT THE PROJECT IS DELIVERING

CONTINGENCY USING 'WHEN'

RISK ANALYSIS

ASSESSING A PROJECT IN FIVE MINUTES

MEASURING THE PSI

INTERPRETING PSI SCORES

5. : MANAGING EXPECTATIONS

MAKING COMMITMENTS TO STAKEHOLDERS

COMING UP WITH OPTIONS

NEGOTIATION USING THE FACTS

IMPOSSIBLE MISSIONS AND HOW TO DEAL WITH THEM

WHAT HAPPENS WHEN YOU SAY YES TO IMPOSSIBLE MISSIONS

SHORTENING PROJECTS

6. : TRACKING AND STATUS REPORTING

USING THE PLAN AS INSTRUMENTATION TO DRIVE THE PROJECT.

MANAGING PEOPLEUSING DIFFERENT MANAGEMENT STYLES

DEALING WITH PROBLEM PEOPLE/SITUATIONS

THE PROJECT MANAGER'S DAILY ROUTINE

HOW YOU NEED TO DO IT

STATUS REPORTING

PROJECT POST-MORTEMS

THE DIRTY DOZEN

THE TWELVE MOST COMMON REASONS WHY PROJECTS FAIL

RESCUING PROJECTS THAT HAVE GOTTEN INTO TROUBLE

7. : RUNNING MULTIPLE PROJECTS

THE IMMUTABLE LAWS OF PROJECT MANAGEMENT

PRIORITISING

DEFINING MULTIPLE PROJECTS

THE ISSUES WHEN RUNNING MULTIPLE PROJECTS

CAREERS IN PROJECT MANAGEMENT

WHAT MAKES A GOOD PROJECT MANAGER

8. : HAVING A LIFE

WHY IT'S OKAY TO HAVE A LIFE.

WHY BETTER TIME MANAGEMENT IS NOT THE ANSWEREXTREME TIME MANAGEMENT

THE SECRET TO HAVING A LIFE

THE THREE FILTERS.