How to Run Successful Projects III The Silver Bullet

By Fergus O'Connell

Publisher : Addison Wesley
Pub Date : September 01, 2001
ISBN : 0-201-74806-1
Pages : 352
Slots : 1


Many project managers-especially in software-go their entire professional lives in ignorance of the factors behind the success or failure of their projects. Permanently in a state of agitation and worry, they just can't explain why some projects work out and others don't.

It doesn't have to be like this. There is a method underlying all successful projects, and if you follow this method your project is guaranteed to succeed. We have called this method Structured Project Management. The cornerstone of Structured Project Management is the 'Ten Steps'-the first five steps are to do with planning your project and the other five with implementing the plan and achieving the goal. How to Run Successful Projects III-The Silver Bullet builds on the success of the first and second editions and reminds us all, in the post dot com era, just how imprtant good project management practices are.


Copyright
PREFACE TO THE NEW EDITION
PREFACE TO THE SECOND EDITION
Acknowledgments
And finally, a note on sexist language
PREFACE TO THE FIRST EDITION
ABOUT THE AUTHOR
INTRODUCTION
The Silver Bullet
Permission acknowledgments
Part 1: ANALYZING AND PLANNING PROJECTS
Chapter 1. STEP 1: VISUALIZE THE GOAL; SET YOUR EYES ON THE PRIZE
INTRODUCTION
IDENTIFYING THE GOAL
DEFINING THE GOAL
THE REASON FOR THE GOAL
MOTIVATING THE TEAM
CHANGES TO THE GOAL AND CHANGE CONTROL
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 2. STEP 2: MAKE A LIST OF THE JOBS TO BE DONE
INTRODUCTION
MAKING A CHECKLIST
IDENTIFYING THE JOBS WITH FORM 1
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 3. STEP 3: THERE MUST BE ONE LEADER
INTRODUCTION
A ROLE MODEL
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 4. STEP 4: ASSIGN PEOPLE TO JOBS
INTRODUCTION
EACH JOB HAS A NAME
PEOPLE'S OTHER COMMITMENTS
MONOLITHIC TEAM OR FLAT STRUCTURE
HIERARCHY OR TEAM STRUCTURE
MAXIMIZE STRENGTHS
ASSIGNING PEOPLE TO JOBS
ASSIGNING PEOPLE TO JOBS WITH FORM 2
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 5. STEP 5: MANAGE EXPECTATIONS, ALLOW A MARGIN FOR ERROR, HAVE A FALLBACK POSITION
INTRODUCTION
CONTINGENCY: ALLOW A MARGIN FOR ERROR, HAVE A FALLBACK POSITION
MANAGE EXPECTATIONS
A WORD ON COMMITTING
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Part 2: REVIEWING AND IMPLEMENTING THE PLAN; ACHIEVING THE GOAL
Chapter 6. STEP 6: USE AN APPROPRIATE LEADERSHIP STYLE
INTRODUCTION
THE LAZY PROJECT MANAGER
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 7. STEP 7: KNOW WHAT'S GOING ON
INTRODUCTION
USING YOUR PLAN AS INSTRUMENTATION/THE LAZY PROJECT MANAGER'S DAY
POSITIVE SIGNS
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 8. STEP 8: TELL PEOPLE WHAT'S GOING ON
INTRODUCTION
STATUS REPORTS
THE LAZY PROJECT MANAGER'S WEEK
A VARIATION ON THE LAZY PROJECT MANAGER'S WEEK
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 9. STEP 9: REPEAT STEPS 1–8 UNTIL STEP 10
INTRODUCTION
WHEN SHOULD WE UPDATE THE PLAN?
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Chapter 10. STEP 10: THE PRIZE
THE PRIZE
THE RECKONING
PSI THRESHOLDS
APPLICATION TO SOFTWARE ENGINEERING
PSI CONTRIBUTION
Part 3: RUNNING MULTIPLE PROJECTS SIMULTANEOUSLY
Chapter 11. THE LAZY PROJECT MANAGER'S MONTHLY ROUTINE
INTRODUCTION
PROJECT MANAGER'S MONTHLY ROUTINE
Chapter 12. PROJECT MANAGER'S WEEKLY ROUTINE
INTRODUCTION
SPECIFIC WEEKLY JOBS
Chapter 13. PROJECT MANAGER'S DAILY ROUTINE
INTRODUCTION
Part 4: HOW TO ASSESS PROJECT PLANS
Chapter 14. ASSESSING PROJECT PLANS
INTRODUCTION
FIRST LEVEL CHECKS
SECOND LEVEL CHECKS
THIRD LEVEL CHECKS
GUIDELINES FOR WRITING PROJECT PLANS
Part 5: THE REST OF THE WHEREWITHAL
Chapter 15. RESOLVING ISSUES: PROBLEM SOLVING AND DECISION MAKING
INTRODUCTION
PROBLEM-SOLVING METHOD
Chapter 16. COPING WITH STRES
INTRODUCTION
WAYS TO REDUCE STRESS
Chapter 17. PICKING THE RIGHT PEOPLE
INTRODUCTION
METHOD OF INTERVIEWING
INTERVIEW QUESTIONS
Chapter 18. NEGOTIATION
INTRODUCTION
PRINCIPLED NEGOTIATION
Chapter 19. MEETINGS
INTRODUCTION
THE MEETING ALARM
ORGANIZING AND RUNNING MEETINGS
Chapter 20. PRESENTATIONS
INTRODUCTION
Chapter 21. SHORTENING PROJECTS USING ACCELERATED ANALYSIS AND DESIGN
INTRODUCTION
WHAT TAKES THE TIME?
HOW TO CARRY OUT AN AAD
RISKS IN HOLDING AN AAD
PRACTICAL CONSIDERATIONS
AFTERWORD
DELEGATION (OR THE REAL JOY OF MANAGEMENT)
APPENDICES
Appendix 1. ISO 9000 ESTIMATING PROCEDURE
INTRODUCTION
Section 1. WORK BREAKDOWN STRUCTURE, EFFORT, TASK DEPENDENCIES
Section 2. AVAILABILITY OF RESOURCES
Section 3. THE PROJECT MODEL
Section 4. BUILD IN CONTINGENCY
Section 5. IDENTIFY OPTIONS
Section 6. THE PREFERRED OPTION
Section 7. SAMPLE WBS
Appendix 2. STRUCTURED PROJECT MANAGEMENT (THE TEN STEPS) AND METHODOLOGIES
INTRODUCTION
Appendix 3. PROBABILITY OF SUCCESS INDICATOR
INTRODUCTION
CALCULATING A PROJECT'S PSI
HOW TO CALCULATE THE PSI
Appendix 4. BASIC PRECEPTS AND GLOSSARY OF TERMS
INTRODUCTION
THE FOUR BIG ONES
ABBREVIATIONS AND RULES OF THUMB
CRITICAL PATH
GLOSSARY OF GENERAL PROJECT MANAGEMENT TERMS
Appendix 5. ADDITIONAL FORMS
THE ESTIMATING SCORE CARD
THE CHANGE REQUEST FORM
CHANGE REQUEST LOG
Appendix 6. LEARNING MICROSOFT PROJECT 2000
INTRODUCTION
MODULE 1: BASICS OF PROJECT MANAGEMENT
MODULE 2: GETTING STARTED WITH MS PROJECT 2000
MODULE 3: MENUS OF MS PROJECT 2000
MODULE 4: SETTING DEFAULTS FOR YOUR PROJECT
MODULE 5: CREATING TASKS
MODULE 6: ENTERING TASK DURATIONS
MODULE 7: USING HELP
MODULE 8: USING VIEWS
MODULE 9: SETTING TASK DEPENDENCIES
MODULE 10: USING ORGANIZATON AND PROJECT CALENDARS
MODULE 11: OUTLINING TASKS
MODULE 12: PRINTING VIEWS
MODULE 13: ASSIGNING RESOURCES
MODULE 14: OPTIMIZING THE SCHEDULE
MODULE 15: RESOURCE LEVELING
MODULE 16: USING THE BASELINE
MODULE 17: UPDATING TO REFLECT ACTUAL PROGRESS
MODULE 18: MULTIPLE PROJECTS
MODULE 19: USING REPORTS
REFERENCES AND FURTHER READING
References
Further reading

Another Management Books
Another Software Engineering Books
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