The Fast Forward MBA in Project Management ^{5^th Ed.}

A practical handbook and reference

Publisher: Wiley, 2016, 510 pages

ISBN: 978-1-119-08657-4

Last modified: Sept. 30, 2020, 12:01 a.m.

Synopsis

Revised and updated to reflect the most recent strategies and trends in project management, this fifth edition of The Fast Forward MBA in Project Management is an essential resource and practical guide written for aspiring professionals and working practitioners who are responsible for coordinating projects among different departments, executive levels, or projects with technical complexity.

The Fast Forward MBA in Project Management clearly explains how to get a project of the ground, do it in a timely fashion, and on budget. Step by step, the author reveals how to find the right sponsors, clarify a project's objectives, set a realistic schedule, work successfully with stakeholders and create accurate budget projections. Filled with illustrative case studies, this must-have text offers the strategies and techniques needed the relationships and process needed to get the project done … and done right!

Part 1: Introduction

Project Management: A Platform for Innovation

Introduction
Project Management is Keeping Pace with Global Change
Project Management is an Essential Leadership Skillset
Successful Projects Deliver Value
The Art and Science of Project Leadership
A Practical Checklist for Successful Projects: How This Book Will Help You
Beyond the Book: Tools for Application and Continuous Learning
End Point
Stellar Performer: OrthoSpot
Stellar Performer: PM4NGOs

Foundation Principles of Project Management

Introduction
Projects Require Project Management
The Challenge of Managing Projects
The Evolution of a Discipline
The Definition of Success
Project Management Functions
Project Life Cycle
Organizing for Projects
Project Managers Are Leaders
End Point
Stellar Performer: Seattle Children’s Hospital and Regional Medical Center

Build Great Products: Lessons from Agile, Lean Start-Up, and Stage-Gate

Introduction
Defining Value: A New Lens for Judging Projects Informs the Development Process
Leverage a Consistent Product Development Process
Best Practices for Capturing Requirements Are Integrated into a Product Development Process
A Development Process is Not Project Management
Innovation Projects Experiment to Discover Desirability and Viability
End Point
Stellar Performer: The Lean Startup Innovation Movement
Stellar Performer: The Agile Approach to Software Development
Stellar Performer: The Stage-Gate System for New-Product Development

Part 2: Defining the Project

Project Initiation: Turning a Problem or Opportunity into a Project

Introduction
Project Initiation’s Place in the Project Life Cycle
A Proposal Defines the Future Business Value
Managing Requirements is Tightly Linked to Project Initiation
Common Principles for Project Initiation
Basic Project Proposal Content
Designing a Realistic Initiation Process
End Point
Stellar Performer: The Logical Framework Approach

Know Your Key Stakeholders and Win Their Cooperation

Introduction
Stakeholder Focus Throughout the Life of the Project
Stakeholder Management is Risk Management for People
Stakeholder Roles: Project Manager
Stakeholder Roles: Project Team
Stakeholder Roles: Management
Stakeholder Roles: The Customer
Affected Stakeholders Can Make Crucial Contributions
Engage Affected Stakeholders
Lead the Stakeholders
End Point
Fast Foundation in Project Management

Write the Rules: Key Documents to Manage Expectations and Define Success

Introduction
Project Rules Are the Foundation
Publish a Project Charter
Write a Statement of Work
Statement of Work: Minimum Content
Responsibility Matrix
End Point
Fast Foundation in Project Management

Part 3: The Planning Process

Risk Management: Minimize the Threats to Your Project

Introduction
All Project Management is Risk Management
The Risk Management Framework
Step One: Identify the Risks
Step Two: Analyze and Prioritize the Risks
Step Three: Develop Response Plans
Step Four: Establish Contingency and Reserve
Step Five: Continuous Risk Management
Unexpected Leadership
End Point
Fast Foundation in Project Management

Work Breakdown Structure: Break Your Project into Manageable Units of Work

Introduction
Defining the Work Breakdown Structure
Building a Work Breakdown Structure
Criteria for a Successful Work Breakdown Structure
Work Package Size
Planning for Quality
Breaking Down Large Programs
Contractors or Vendors Can Provide a WBS
End Point

Realistic Scheduling

Introduction
Planning Overview
Planning Step Two: Identify Task Relationships
Planning Step Three: Estimate Work Packages
Planning Step Four: Calculate an Initial Schedule
Planning Step Five: Assign and Level Resources
Small Projects Need Smaller Plans
End Point
Fast Foundation in Project Management

Managing Agile Development with Scrum

Introduction
Scrum is a Framework
Managing the Product Backlog
Make the Plan Visible: Task Boards and Burndown Charts
Key Factors for Scrum to Be Effective
End Point

The Art and Science of Accurate Estimating

Introduction
Estimating Fundamentals
Estimating Techniques
Building the Detailed Budget Estimate
Generating the Cash Flow Schedule
End Point
Fast Foundation in Project Management
Stellar Performer: Tynet, Inc.
Stellar Performer: Adobe Systems

Balancing the Trade-Off Among Cost, Schedule, and Quality

Introduction
Three Levels of Balancing a Project
Balancing at the Project Level
Balancing at the Business Case Level
Balancing at the Enterprise Level
End Point
Stellar Performer: Safeco Field
Stellar Performer: Boeing 767-400ER Program

Part 4: Controlling the Project

Building a High-Performance Project Team

Introduction
A Framework for Building High-Performance Teams
Leadership Responsibilities
Building a Positive Team Environment
Ground Rules
Team Identity
Team Listening Skills
Meeting Management
Summary of Building a Positive Team Environment
Collaborative Problem Solving
Problem Analysis
Decision Modes
Conflict Management
Continuous Learning
Summary of Collaborative Problem Solving
Job Satisfaction
End Point
Stellar Performer: Habitat for Humanity

Clear Communication Among Project Stakeholders

Introduction
Embrace Your Role as a Leader
Creating a Communication Plan
Change Management: Promote Behavior Change in Affected Stakeholders
Communicating Within the Project Team
Stellar Performer: Lockheed Martin Aeronautics
Closeout Reporting
End Point
Fast Foundation in Project Management

Control Scope to Deliver Value

Introduction
The Change Control Process
Configuration Management
Change Control is Essential for Managing Expectations
End Point
Fast Foundation in Project Management

Measuring Progress

Introduction
Measuring Schedule Performance
Measuring Cost Performance
Earned Value Reporting
Cost and Schedule Baselines
End Point

Solving Common Project Problems

Introduction
Responsibility Beyond Your Authority
Disaster Recovery
Reducing the Time to Market
When the Customer Delays the Project
The Impossible Dream
Fighting Fires
Managing Volunteers
End Point

Part 5: Advancing Your Practice of Project Management

Enterprise Project Management: Coordinate All Projects and Project Resources in Your Organization

Introduction
Defining Enterprise Project Management
Three Tiers of Management Within EPM
The Four Components of EPM
Establish Consistent EPM Processes
Technology Enables EPM Processes
The People Who Deliver Projects
Support Project Management: The Project Office
End Point
Stellar Performer: Bill & Melinda Gates Foundation: Enterprise Project Management Office

Requirements Engineering: The Key to Building the Right Product
James Rivera and Eric Verzuh

Introduction
Requirements Engineering and Project Management Are Intimately Connected
Requirement Types Illustrate the Evolving Product Vision
Requirements Engineering Scope and Processes
Requirements Development Activities
Requirements Management Activities
Requirements Documentation Techniques
Requirements Engineering Demands Discipline
End Point

Project Portfolio Management: Align Project Resources with Business Strategy
Ralph Kliem and Eric Verzuh

Introduction
The Scope and Goals of the Portfolio
Stakeholders: Roles in Project Portfolio Management
PPM Information Supports Decisions
Project Selection and Prioritization
Ongoing Portfolio Management
Monitor the Results of Projects and the Portfolio
Culture Change
End Point

PMP Exam Preparation
Tony Johnson

Introduction
Requirements to Earn the PMP
Top 10 Study Tips for the PMP Exam
End Point

Microsoft Project: Guidelines for Effective Use

Introduction
Project Management Software Supports
the Discipline
Looking Under the Hood: The Design of Project
Set Up the Project First
Follow the Planning Model in This Book
Task Types: Fix the Duration, Work, or Resource Level
Assigning Resources to a Project
Resource Leveling Your Schedule
Maintaining the Plan Throughout the Project
Project Server and Project Web App
End Point

Appendix A: The Detailed Planning Model
Appendix B: Downloadable Form Samples

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