{"product_id":"project-management-allinone-for-dummies-9781119700265","title":"Project Management AllinOne For Dummies","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eIntroduction\u003c\/b\u003e\u003cb\u003e 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout This Book 1\u003c\/p\u003e \u003cp\u003eFoolish Assumptions 2\u003c\/p\u003e \u003cp\u003eIcons Used in This Book 2\u003c\/p\u003e \u003cp\u003eBeyond the Book 3\u003c\/p\u003e \u003cp\u003eWhere to Go from Here 3\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 1: In the Beginning: Project Management Basics 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Achieving Results with Project Management\u003c\/b\u003e\u003cb\u003e 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDetermining What Makes a Project a Project 7\u003c\/p\u003e \u003cp\u003eUnderstanding the three main components that define a project 8\u003c\/p\u003e \u003cp\u003eRecognizing the diversity of projects 10\u003c\/p\u003e \u003cp\u003eDescribing the four phases of a project life cycle 10\u003c\/p\u003e \u003cp\u003eDefining Project Management 12\u003c\/p\u003e \u003cp\u003eStarting with the initiating processes 13\u003c\/p\u003e \u003cp\u003eOutlining the planning processes 14\u003c\/p\u003e \u003cp\u003eExamining the executing processes 15\u003c\/p\u003e \u003cp\u003eSurveying the monitoring and controlling processes 16\u003c\/p\u003e \u003cp\u003eEnding with the closing processes 17\u003c\/p\u003e \u003cp\u003eKnowing the Project Manager’s Role 17\u003c\/p\u003e \u003cp\u003eLooking at the project manager’s tasks 18\u003c\/p\u003e \u003cp\u003eStaving off excuses for not following a structured project-management approach 18\u003c\/p\u003e \u003cp\u003eAvoiding shortcuts 19\u003c\/p\u003e \u003cp\u003eStaying aware of other potential challenges 20\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Involving the Right People\u003c\/b\u003e\u003cb\u003e 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Your Project’s Stakeholders 24\u003c\/p\u003e \u003cp\u003eDeveloping a Stakeholder Register 24\u003c\/p\u003e \u003cp\u003eStarting your stakeholder register 25\u003c\/p\u003e \u003cp\u003eEnsuring your stakeholder register is complete and up to date 28\u003c\/p\u003e \u003cp\u003eUsing a stakeholder register template 30\u003c\/p\u003e \u003cp\u003eDetermining Whether Stakeholders Are Drivers, Supporters, or Observers 31\u003c\/p\u003e \u003cp\u003eDistinguishing the different groups 32\u003c\/p\u003e \u003cp\u003eDeciding when to involve your stakeholders 33\u003c\/p\u003e \u003cp\u003eUsing different methods to involve your stakeholders 36\u003c\/p\u003e \u003cp\u003eMaking the most of your stakeholders’ involvement 37\u003c\/p\u003e \u003cp\u003eDisplaying Your Stakeholder Register 38\u003c\/p\u003e \u003cp\u003eConfirming Your Stakeholders’ Authority 39\u003c\/p\u003e \u003cp\u003eAssessing Your Stakeholders’ Power and Interest 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Developing Your Game Plan\u003c\/b\u003e\u003cb\u003e 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDivide and Conquer: Breaking Your Project into Manageable Chunks 43\u003c\/p\u003e \u003cp\u003eThinking in detail 44\u003c\/p\u003e \u003cp\u003eIdentifying necessary project work with a work breakdown structure 45\u003c\/p\u003e \u003cp\u003eDealing with special situations 53\u003c\/p\u003e \u003cp\u003eCreating and Displaying Your Work Breakdown Structure 57\u003c\/p\u003e \u003cp\u003eConsidering different schemes to create your WBS hierarchy 57\u003c\/p\u003e \u003cp\u003eUsing one of two approaches to develop your WBS 58\u003c\/p\u003e \u003cp\u003eCategorizing your project’s work 60\u003c\/p\u003e \u003cp\u003eLabeling your WBS entries 61\u003c\/p\u003e \u003cp\u003eDisplaying your WBS in different formats 62\u003c\/p\u003e \u003cp\u003eImproving the quality of your WBS 66\u003c\/p\u003e \u003cp\u003eUsing templates 66\u003c\/p\u003e \u003cp\u003eIdentifying Risks While Detailing Your Work 68\u003c\/p\u003e \u003cp\u003eDocumenting What You Need to Know about Your Planned Project Work 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 2: Steering the Ship: Planning and Managing a Project 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: You Want This Project Done When?\u003c\/b\u003e\u003cb\u003e 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePicture This: Illustrating a Work Plan with a Network Diagram 74\u003c\/p\u003e \u003cp\u003eDefining a network diagram’s elements 74\u003c\/p\u003e \u003cp\u003eDrawing a network diagram 76\u003c\/p\u003e \u003cp\u003eAnalyzing a Network Diagram 77\u003c\/p\u003e \u003cp\u003eReading a network diagram 77\u003c\/p\u003e \u003cp\u003eInterpreting a network diagram 79\u003c\/p\u003e \u003cp\u003eWorking with Your Project’s Network Diagram 84\u003c\/p\u003e \u003cp\u003eDetermining precedence 84\u003c\/p\u003e \u003cp\u003eUsing a network diagram to analyze a simple example 87\u003c\/p\u003e \u003cp\u003eDeveloping Your Project’s Schedule 92\u003c\/p\u003e \u003cp\u003eTaking the first steps 92\u003c\/p\u003e \u003cp\u003eAvoiding the pitfall of backing in to your schedule 93\u003c\/p\u003e \u003cp\u003eMeeting an established time constraint 94\u003c\/p\u003e \u003cp\u003eApplying different strategies to arrive at your destination in less time 95\u003c\/p\u003e \u003cp\u003eEstimating Activity Duration 102\u003c\/p\u003e \u003cp\u003eDetermining the underlying factors 103\u003c\/p\u003e \u003cp\u003eConsidering resource characteristics 103\u003c\/p\u003e \u003cp\u003eFinding sources of supporting information 104\u003c\/p\u003e \u003cp\u003eImproving activity duration estimates 104\u003c\/p\u003e \u003cp\u003eDisplaying Your Project’s Schedule 106\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Starting Your Project Team Off on the Right Foot\u003c\/b\u003e\u003cb\u003e 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinalizing Your Project’s Participants 112\u003c\/p\u003e \u003cp\u003eAre you in? Confirming your team members’ participation 112\u003c\/p\u003e \u003cp\u003eAssuring that others are on board 114\u003c\/p\u003e \u003cp\u003eFilling in the blanks 115\u003c\/p\u003e \u003cp\u003eDeveloping Your Team 116\u003c\/p\u003e \u003cp\u003eReviewing the approved project plan 117\u003c\/p\u003e \u003cp\u003eDeveloping team and individual goals 118\u003c\/p\u003e \u003cp\u003eSpecifying team-member roles 118\u003c\/p\u003e \u003cp\u003eDefining your team’s operating processes 119\u003c\/p\u003e \u003cp\u003eSupporting the development of team-member relationships 120\u003c\/p\u003e \u003cp\u003eResolving conflicts 120\u003c\/p\u003e \u003cp\u003eAll together now: Helping your team become a smooth-functioning unit 123\u003c\/p\u003e \u003cp\u003eLaying the Groundwork for Controlling Your Project 125\u003c\/p\u003e \u003cp\u003eSelecting and preparing your tracking systems 125\u003c\/p\u003e \u003cp\u003eEstablishing schedules for reports and meetings 126\u003c\/p\u003e \u003cp\u003eSetting your project’s baseline 127\u003c\/p\u003e \u003cp\u003eHear Ye, Hear Ye! Announcing Your Project 127\u003c\/p\u003e \u003cp\u003eSetting the Stage for Your Post-Project Evaluation 128\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Monitoring Progress and Maintaining Control\u003c\/b\u003e\u003cb\u003e 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHolding the Reins: Project Control 130\u003c\/p\u003e \u003cp\u003eEstablishing Project Management Information Systems 131\u003c\/p\u003e \u003cp\u003eThe clock’s ticking: Monitoring schedule performance 132\u003c\/p\u003e \u003cp\u003eAll in a day’s work: Monitoring work effort 138\u003c\/p\u003e \u003cp\u003eFollow the money: Monitoring expenditures 143\u003c\/p\u003e \u003cp\u003ePutting Your Control Process into Action 147\u003c\/p\u003e \u003cp\u003eHeading off problems before they occur 147\u003c\/p\u003e \u003cp\u003eFormalizing your control process 148\u003c\/p\u003e \u003cp\u003eIdentifying possible causes of delays and variances 149\u003c\/p\u003e \u003cp\u003eIdentifying possible corrective actions 150\u003c\/p\u003e \u003cp\u003eGetting back on track: Rebaselining 151\u003c\/p\u003e \u003cp\u003eReacting Responsibly When Changes Are Requested 151\u003c\/p\u003e \u003cp\u003eResponding to change requests 152\u003c\/p\u003e \u003cp\u003eCreeping away from scope creep 153\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Bringing Your Project to Closure\u003c\/b\u003e\u003cb\u003e 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStaying the Course to Completion 156\u003c\/p\u003e \u003cp\u003ePlanning ahead for your project’s closure 156\u003c\/p\u003e \u003cp\u003eUpdating your initial closure plans when you’re ready to wind down the project 157\u003c\/p\u003e \u003cp\u003eCharging up your team for the sprint to the finish line 158\u003c\/p\u003e \u003cp\u003eHandling Administrative Issues 158\u003c\/p\u003e \u003cp\u003eProviding a Smooth Transition for Team Members 159\u003c\/p\u003e \u003cp\u003eSurveying the Results: The Post-Project Evaluation 160\u003c\/p\u003e \u003cp\u003ePreparing for the evaluation throughout the project 161\u003c\/p\u003e \u003cp\u003eSetting the stage for the evaluation meeting 162\u003c\/p\u003e \u003cp\u003eConducting the evaluation meeting 163\u003c\/p\u003e \u003cp\u003eFollowing up on the evaluation 165\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 3: Helping Out: Using Tools on a Project 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Considering Checklists and Templates\u003c\/b\u003e\u003cb\u003e 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Checklists Properly 170\u003c\/p\u003e \u003cp\u003eUnderstanding Checklist Types 171\u003c\/p\u003e \u003cp\u003eTrying Templates 172\u003c\/p\u003e \u003cp\u003eReviewing Project Structure 173\u003c\/p\u003e \u003cp\u003eKicking off the project 173\u003c\/p\u003e \u003cp\u003eDoing the planning 175\u003c\/p\u003e \u003cp\u003eDelivering project products 175\u003c\/p\u003e \u003cp\u003eClosing the project 176\u003c\/p\u003e \u003cp\u003eEvaluating the project 176\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: The Key Documents for Managing a Project\u003c\/b\u003e\u003cb\u003e 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKicking Off 180\u003c\/p\u003e \u003cp\u003eProject Planning 180\u003c\/p\u003e \u003cp\u003eThe major planning documents 180\u003c\/p\u003e \u003cp\u003eThe logs 181\u003c\/p\u003e \u003cp\u003eControl checklists 182\u003c\/p\u003e \u003cp\u003eControlling a Project 183\u003c\/p\u003e \u003cp\u003eThinking About What You Need 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Working with Microsoft Project 2019\u003c\/b\u003e\u003cb\u003e 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConnecting Project 2019 to Project Management 186\u003c\/p\u003e \u003cp\u003eDefining “project manager” 187\u003c\/p\u003e \u003cp\u003eIdentifying what a project manager does 187\u003c\/p\u003e \u003cp\u003eIntroducing Project 2019 188\u003c\/p\u003e \u003cp\u003eGetting to Know You 189\u003c\/p\u003e \u003cp\u003eOpening Project 2019 189\u003c\/p\u003e \u003cp\u003eNavigating Ribbon tabs and the Ribbon 191\u003c\/p\u003e \u003cp\u003eDisplaying more tools 194\u003c\/p\u003e \u003cp\u003eAn Updated Feature: Tell Me What You Want to Do 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Surveying Cool Shortcuts in Project 2019 \u003c\/b\u003e\u003cb\u003e197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTask Information 197\u003c\/p\u003e \u003cp\u003eResource Information 198\u003c\/p\u003e \u003cp\u003eFrequently Used Functions 199\u003c\/p\u003e \u003cp\u003eSubtasks 200\u003c\/p\u003e \u003cp\u003eQuick Selections 200\u003c\/p\u003e \u003cp\u003eFill Down 200\u003c\/p\u003e \u003cp\u003eNavigation 200\u003c\/p\u003e \u003cp\u003eHours to Years 201\u003c\/p\u003e \u003cp\u003eTimeline Shortcuts 201\u003c\/p\u003e \u003cp\u003eQuick Undo and Repeat 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 4: A New Method: Agile Project Management 203\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Applying the Agile Manifesto and Principles\u003c\/b\u003e\u003cb\u003e 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding the Agile Manifesto 205\u003c\/p\u003e \u003cp\u003eOutlining the Four Values of the Agile Manifesto 208\u003c\/p\u003e \u003cp\u003eValue 1: Individuals and interactions over processes and tools 209\u003c\/p\u003e \u003cp\u003eValue 2: Working software over comprehensive documentation 210\u003c\/p\u003e \u003cp\u003eValue 3: Customer collaboration over contract negotiation 212\u003c\/p\u003e \u003cp\u003eValue 4: Responding to change over following a plan 213\u003c\/p\u003e \u003cp\u003eDefining the 12 Agile Principles 214\u003c\/p\u003e \u003cp\u003eAgile principles of customer satisfaction 216\u003c\/p\u003e \u003cp\u003eAgile principles of quality 218\u003c\/p\u003e \u003cp\u003eAgile principles of teamwork 220\u003c\/p\u003e \u003cp\u003eAgile principles of product development 222\u003c\/p\u003e \u003cp\u003eAdding the Platinum Principles 226\u003c\/p\u003e \u003cp\u003eResisting formality 226\u003c\/p\u003e \u003cp\u003eThinking and acting as a team 227\u003c\/p\u003e \u003cp\u003eVisualizing rather than writing 228\u003c\/p\u003e \u003cp\u003eSeeing Changes as a Result of Agile Values 229\u003c\/p\u003e \u003cp\u003eTaking the Agile Litmus Test 230\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Defining the Product Vision and Product Roadmap\u003c\/b\u003e\u003cb\u003e 233\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile Planning 234\u003c\/p\u003e \u003cp\u003eProgressive elaboration 236\u003c\/p\u003e \u003cp\u003eInspect and adapt 237\u003c\/p\u003e \u003cp\u003eDefining the Product Vision 237\u003c\/p\u003e \u003cp\u003eStep 1: Developing the product objective 239\u003c\/p\u003e \u003cp\u003eStep 2: Creating a draft vision statement 239\u003c\/p\u003e \u003cp\u003eStep 3: Validating and revising the vision statement 241\u003c\/p\u003e \u003cp\u003eStep 4: Finalizing the vision statement 242\u003c\/p\u003e \u003cp\u003eCreating a Product Roadmap 243\u003c\/p\u003e \u003cp\u003eStep 1: Identifying product stakeholders 244\u003c\/p\u003e \u003cp\u003eStep 2: Establishing product requirements 245\u003c\/p\u003e \u003cp\u003eStep 3: Arranging product features 245\u003c\/p\u003e \u003cp\u003eStep 4: Estimating efforts and ordering requirements 247\u003c\/p\u003e \u003cp\u003eStep 5: Determining high-level time frames 250\u003c\/p\u003e \u003cp\u003eSaving your work 250\u003c\/p\u003e \u003cp\u003eCompleting the Product Backlog 251\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Planning Releases and Sprints\u003c\/b\u003e\u003cb\u003e 253\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRefining Requirements and Estimates 253\u003c\/p\u003e \u003cp\u003eWhat is a user story? 254\u003c\/p\u003e \u003cp\u003eSteps to create a user story 256\u003c\/p\u003e \u003cp\u003eBreaking down requirements 260\u003c\/p\u003e \u003cp\u003eEstimation poker 262\u003c\/p\u003e \u003cp\u003eAffinity estimating 265\u003c\/p\u003e \u003cp\u003eRelease Planning 267\u003c\/p\u003e \u003cp\u003ePreparing for Release 271\u003c\/p\u003e \u003cp\u003ePreparing the product for deployment 271\u003c\/p\u003e \u003cp\u003ePrepare for operational support 272\u003c\/p\u003e \u003cp\u003ePreparing the organization 273\u003c\/p\u003e \u003cp\u003ePreparing the marketplace 274\u003c\/p\u003e \u003cp\u003eSprint Planning 275\u003c\/p\u003e \u003cp\u003eThe sprint backlog 276\u003c\/p\u003e \u003cp\u003eThe sprint planning meeting 277\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Working throughout the Day\u003c\/b\u003e\u003cb\u003e 285\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlanning Your Day: The Daily Scrum 285\u003c\/p\u003e \u003cp\u003eCovering important topics 286\u003c\/p\u003e \u003cp\u003eEnsuring an effective meeting 287\u003c\/p\u003e \u003cp\u003eTracking Progress 289\u003c\/p\u003e \u003cp\u003eThe sprint backlog 289\u003c\/p\u003e \u003cp\u003eThe task board 292\u003c\/p\u003e \u003cp\u003eUnderstanding Agile Roles in the Sprint 294\u003c\/p\u003e \u003cp\u003eKeys for daily product owner success 295\u003c\/p\u003e \u003cp\u003eKeys for daily development team member success 296\u003c\/p\u003e \u003cp\u003eKeys for daily scrum master success 297\u003c\/p\u003e \u003cp\u003eKeys for daily stakeholder success 298\u003c\/p\u003e \u003cp\u003eKeys for daily agile mentor success 298\u003c\/p\u003e \u003cp\u003eCreating Shippable Functionality 299\u003c\/p\u003e \u003cp\u003eElaborating 300\u003c\/p\u003e \u003cp\u003eDeveloping 300\u003c\/p\u003e \u003cp\u003eVerifying 301\u003c\/p\u003e \u003cp\u003eIdentifying roadblocks 304\u003c\/p\u003e \u003cp\u003eImplementing Information Radiators 305\u003c\/p\u003e \u003cp\u003eWrapping Up at the End of the Day 307\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Showcasing Work, Inspecting, and Adapting\u003c\/b\u003e\u003cb\u003e 309\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Sprint Review 309\u003c\/p\u003e \u003cp\u003ePreparing to demonstrate 310\u003c\/p\u003e \u003cp\u003eThe sprint review meeting 311\u003c\/p\u003e \u003cp\u003eCollecting feedback in the sprint review meeting 314\u003c\/p\u003e \u003cp\u003eThe Sprint Retrospective 315\u003c\/p\u003e \u003cp\u003ePlanning for retrospectives 317\u003c\/p\u003e \u003cp\u003eThe retrospective meeting 317\u003c\/p\u003e \u003cp\u003eInspecting and adapting 319\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 5: A Popular Agile Approach: Running a Scrum Project 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: The First Steps of Scrum\u003c\/b\u003e\u003cb\u003e 323\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Your Scrum On 323\u003c\/p\u003e \u003cp\u003eShow me the money 324\u003c\/p\u003e \u003cp\u003eI want it now 325\u003c\/p\u003e \u003cp\u003eI’m not sure what I want 326\u003c\/p\u003e \u003cp\u003eIs that bug a problem? 327\u003c\/p\u003e \u003cp\u003eYour company’s culture 327\u003c\/p\u003e \u003cp\u003eThe Power in the Product Owner 327\u003c\/p\u003e \u003cp\u003eWhy Product Owners Love Scrum 329\u003c\/p\u003e \u003cp\u003eThe Company Goal and Strategy: Stage 1 331\u003c\/p\u003e \u003cp\u003eStructuring your vision 332\u003c\/p\u003e \u003cp\u003eFinding the crosshair 333\u003c\/p\u003e \u003cp\u003eThe Scrum Master 333\u003c\/p\u003e \u003cp\u003eScrum master traits 334\u003c\/p\u003e \u003cp\u003eScrum master as servant leader 335\u003c\/p\u003e \u003cp\u003eWhy scrum masters love scrum 335\u003c\/p\u003e \u003cp\u003eCommon Roles Outside Scrum 336\u003c\/p\u003e \u003cp\u003eStakeholders 336\u003c\/p\u003e \u003cp\u003eScrum mentors 337\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Planning Your Project\u003c\/b\u003e\u003cb\u003e 339\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Product Roadmap: Stage 2 339\u003c\/p\u003e \u003cp\u003eTake the long view 340\u003c\/p\u003e \u003cp\u003eUse simple tools 341\u003c\/p\u003e \u003cp\u003eCreate your product roadmap 342\u003c\/p\u003e \u003cp\u003eSet your time frame 343\u003c\/p\u003e \u003cp\u003eBreaking Down Requirements 345\u003c\/p\u003e \u003cp\u003ePrioritization of requirements 345\u003c\/p\u003e \u003cp\u003eLevels of decomposition 346\u003c\/p\u003e \u003cp\u003eSeven steps of requirement building 346\u003c\/p\u003e \u003cp\u003eYour Product Backlog 347\u003c\/p\u003e \u003cp\u003eThe dynamic to-do list 349\u003c\/p\u003e \u003cp\u003eProduct backlog refinement 349\u003c\/p\u003e \u003cp\u003eOther possible backlog items 353\u003c\/p\u003e \u003cp\u003eProduct Backlog Common Practices 354\u003c\/p\u003e \u003cp\u003eUser stories 354\u003c\/p\u003e \u003cp\u003eFurther refinement 357\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: The Talent and the Timing\u003c\/b\u003e\u003cb\u003e 359\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Development Team 360\u003c\/p\u003e \u003cp\u003eThe uniqueness of scrum development teams 360\u003c\/p\u003e \u003cp\u003eDedicated teams and cross-functionality 361\u003c\/p\u003e \u003cp\u003eSelf-organizing and self-managing 362\u003c\/p\u003e \u003cp\u003eCo-locating or the nearest thing 364\u003c\/p\u003e \u003cp\u003eGetting the Edge on Backlog Estimation 365\u003c\/p\u003e \u003cp\u003eYour Definition of Done 365\u003c\/p\u003e \u003cp\u003eCommon Practices for Estimating 367\u003c\/p\u003e \u003cp\u003eFibonacci numbers and story points 368\u003c\/p\u003e \u003cp\u003eVelocity 374\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Release and Sprint Planning\u003c\/b\u003e\u003cb\u003e 377\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRelease Plan Basics: Stage 3 378\u003c\/p\u003e \u003cp\u003ePrioritize, prioritize, prioritize 380\u003c\/p\u003e \u003cp\u003eRelease goals 382\u003c\/p\u003e \u003cp\u003eRelease sprints 383\u003c\/p\u003e \u003cp\u003eRelease plan in practice 384\u003c\/p\u003e \u003cp\u003eSprinting to Your Goals 386\u003c\/p\u003e \u003cp\u003eDefining sprints 386\u003c\/p\u003e \u003cp\u003ePlanning sprint length 387\u003c\/p\u003e \u003cp\u003eFollowing the sprint life cycle 388\u003c\/p\u003e \u003cp\u003ePlanning Your Sprints: Stage 4 389\u003c\/p\u003e \u003cp\u003eSprint goals 389\u003c\/p\u003e \u003cp\u003ePhase I 390\u003c\/p\u003e \u003cp\u003ePhase II 391\u003c\/p\u003e \u003cp\u003eYour Sprint Backlog 392\u003c\/p\u003e \u003cp\u003eThe burndown chart benefit 392\u003c\/p\u003e \u003cp\u003eSetting backlog capacity 394\u003c\/p\u003e \u003cp\u003eWorking the sprint backlog 395\u003c\/p\u003e \u003cp\u003ePrioritizing sprints 397\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Getting the Most Out of Sprints\u003c\/b\u003e\u003cb\u003e 399\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Daily Scrum: Stage 5 400\u003c\/p\u003e \u003cp\u003eDefining the daily scrum 400\u003c\/p\u003e \u003cp\u003eScheduling a daily scrum 402\u003c\/p\u003e \u003cp\u003eConducting a daily scrum 402\u003c\/p\u003e \u003cp\u003eMaking daily scrums more effective 403\u003c\/p\u003e \u003cp\u003eThe Team Task Board 404\u003c\/p\u003e \u003cp\u003eSwarming 406\u003c\/p\u003e \u003cp\u003eDealing with rejection 407\u003c\/p\u003e \u003cp\u003eHandling unfinished requirements 408\u003c\/p\u003e \u003cp\u003eThe Sprint Review: Stage 6 409\u003c\/p\u003e \u003cp\u003eThe sprint review process 410\u003c\/p\u003e \u003cp\u003eStakeholder feedback 411\u003c\/p\u003e \u003cp\u003eProduct increments 412\u003c\/p\u003e \u003cp\u003eThe Sprint Retrospective: Stage 7 412\u003c\/p\u003e \u003cp\u003eThe sprint retrospective process 413\u003c\/p\u003e \u003cp\u003eThe Derby and Larsen process 414\u003c\/p\u003e \u003cp\u003eInspection and adaptation 416\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Inspect and Adapt: How to Correct Your Course\u003c\/b\u003e\u003cb\u003e 417\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Need for Certainty 417\u003c\/p\u003e \u003cp\u003eThe Feedback Loop 418\u003c\/p\u003e \u003cp\u003eTransparency 419\u003c\/p\u003e \u003cp\u003eAntipatterns 421\u003c\/p\u003e \u003cp\u003eExternal Forces 421\u003c\/p\u003e \u003cp\u003eIn-Flight Course Correction 422\u003c\/p\u003e \u003cp\u003eTesting in the Feedback Loop 423\u003c\/p\u003e \u003cp\u003eA Culture of Innovation 423\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 6: The Next Level: Enterprise Agility 425\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Taking It All In: The Big Picture\u003c\/b\u003e\u003cb\u003e 427\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Agile and Enterprise Agility 427\u003c\/p\u003e \u003cp\u003eUnderstanding agile product delivery 428\u003c\/p\u003e \u003cp\u003eDefining “enterprise agility” 431\u003c\/p\u003e \u003cp\u003eChecking out popular enterprise agile frameworks 432\u003c\/p\u003e \u003cp\u003ePracticing as much agile as your organization can tolerate 434\u003c\/p\u003e \u003cp\u003eAchieving Enterprise Agility in Three Not-So-Easy Steps 435\u003c\/p\u003e \u003cp\u003eStep 1: Review the top enterprise agile frameworks 435\u003c\/p\u003e \u003cp\u003eStep 2: Identify your organization’s existing culture 436\u003c\/p\u003e \u003cp\u003eStep 3: Create a strategy for making big changes 437\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Sizing Up Your Organization\u003c\/b\u003e\u003cb\u003e 443\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCommitting to Radical Change 444\u003c\/p\u003e \u003cp\u003eUnderstanding What Culture is and Why It’s So Difficult to Change 445\u003c\/p\u003e \u003cp\u003eFiguring out why culture is so entrenched 445\u003c\/p\u003e \u003cp\u003eAvoiding the common mistake of trying to make agile fit your organization 447\u003c\/p\u003e \u003cp\u003eIdentifying Your Organization’s Culture Type 447\u003c\/p\u003e \u003cp\u003eRunning with the wolf pack in a control culture 450\u003c\/p\u003e \u003cp\u003eRising with your ability in a competence culture 452\u003c\/p\u003e \u003cp\u003eNurturing your interns in a cultivation culture 454\u003c\/p\u003e \u003cp\u003eWorking it out together in a collaboration culture 456\u003c\/p\u003e \u003cp\u003eLaying the Groundwork for a Successful Transformation 458\u003c\/p\u003e \u003cp\u003eAppreciating the value of an agile organization 459\u003c\/p\u003e \u003cp\u003eClarifying your vision 460\u003c\/p\u003e \u003cp\u003ePlanning for your transformation 461\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Driving Organizational Change \u003c\/b\u003e\u003cb\u003e463\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChoosing an Approach: Top-Down or Bottom-Up 464\u003c\/p\u003e \u003cp\u003eDriving Change from Top to Bottom with the Kotter Approach 465\u003c\/p\u003e \u003cp\u003eStep 1: Create a sense of urgency around a Big Opportunity 466\u003c\/p\u003e \u003cp\u003eStep 2: Build and evolve a guiding coalition 467\u003c\/p\u003e \u003cp\u003eStep 3: Form a change vision and strategic initiatives 468\u003c\/p\u003e \u003cp\u003eStep 4: Enlist a volunteer army 469\u003c\/p\u003e \u003cp\u003eStep 5: Enable action by removing barriers 470\u003c\/p\u003e \u003cp\u003eStep 6: Generate (and celebrate) short-term wins 471\u003c\/p\u003e \u003cp\u003eStep 7: Sustain acceleration 471\u003c\/p\u003e \u003cp\u003eStep 8: Institute change 472\u003c\/p\u003e \u003cp\u003eImproving your odds of success 472\u003c\/p\u003e \u003cp\u003eDriving a Grassroots Change: A Fearless Approach 473\u003c\/p\u003e \u003cp\u003eRecruiting a change evangelist 474\u003c\/p\u003e \u003cp\u003eChanging without top-down authority 474\u003c\/p\u003e \u003cp\u003eMaking change a self-fulfilling prophecy 476\u003c\/p\u003e \u003cp\u003eLooking for change patterns 476\u003c\/p\u003e \u003cp\u003eRecruiting innovators and early adopters 477\u003c\/p\u003e \u003cp\u003eTailoring your message 477\u003c\/p\u003e \u003cp\u003eSteering clear of change myths 478\u003c\/p\u003e \u003cp\u003eOvercoming Obstacles Related to Your Organization’s Culture 480\u003c\/p\u003e \u003cp\u003eSeeing how culture can sink agile 480\u003c\/p\u003e \u003cp\u003eAcknowledging the challenge 481\u003c\/p\u003e \u003cp\u003ePrioritizing the challenge 482\u003c\/p\u003e \u003cp\u003eGaining insight into motivation 482\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Putting It All Together: Taking Steps toward an Agile Enterprise\u003c\/b\u003e\u003cb\u003e 485\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStep 1: Identifying Your Organization’s Culture 486\u003c\/p\u003e \u003cp\u003eStep 2: Listing the Strengths and Challenges with Changing Your Culture 488\u003c\/p\u003e \u003cp\u003eStep 3: Selecting the Best Approach to Organizational Change Management 491\u003c\/p\u003e \u003cp\u003eStep 4: Training Managers on Lean Thinking 491\u003c\/p\u003e \u003cp\u003eStep 5: Starting a Lean-Agile Center of Excellence (LACE) 493\u003c\/p\u003e \u003cp\u003eStep 6: Choosing a High-Level Value Stream 494\u003c\/p\u003e \u003cp\u003eStep 7: Assigning a Budget to the Value Stream 496\u003c\/p\u003e \u003cp\u003eStep 8: Selecting an Enterprise Agile Framework 497\u003c\/p\u003e \u003cp\u003eStep 9: Shifting from Detailed Plans to Epics 499\u003c\/p\u003e \u003cp\u003eStep 10: Respecting and Trusting Your People 500\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBook 7: Making It Official: PMP Certification 503\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Introducing the PMP Exam \u003c\/b\u003e\u003cb\u003e505\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGoing Over the PMP Exam Blueprint 506\u003c\/p\u003e \u003cp\u003eKnowledge and skills 506\u003c\/p\u003e \u003cp\u003eCode of ethics and professional conduct 506\u003c\/p\u003e \u003cp\u003eExam scoring 507\u003c\/p\u003e \u003cp\u003eDigging into the Exam Domains 507\u003c\/p\u003e \u003cp\u003eInitiating the project 507\u003c\/p\u003e \u003cp\u003ePlanning the project 508\u003c\/p\u003e \u003cp\u003eExecuting the project 509\u003c\/p\u003e \u003cp\u003eMonitoring and controlling the project 509\u003c\/p\u003e \u003cp\u003eClosing the project 509\u003c\/p\u003e \u003cp\u003eApplying for and Scheduling the Exam 510\u003c\/p\u003e \u003cp\u003eSurveying the application process 510\u003c\/p\u003e \u003cp\u003eScheduling your exam 512\u003c\/p\u003e \u003cp\u003eTaking the Exam 512\u003c\/p\u003e \u003cp\u003eArriving on exam day 513\u003c\/p\u003e \u003cp\u003eLooking at types of questions 514\u003c\/p\u003e \u003cp\u003eTrying some exam-taking tips 516\u003c\/p\u003e \u003cp\u003eGetting your results 516\u003c\/p\u003e \u003cp\u003ePreparing for the Exam 516\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: It’s All about the Process\u003c\/b\u003e\u003cb\u003e 519\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManaging Your Project is a Process 519\u003c\/p\u003e \u003cp\u003eUnderstanding Project Management Process Groups 521\u003c\/p\u003e \u003cp\u003eBefore the Project Begins 523\u003c\/p\u003e \u003cp\u003eInitiating processes 523\u003c\/p\u003e \u003cp\u003ePlanning processes 525\u003c\/p\u003e \u003cp\u003eExecuting processes 529\u003c\/p\u003e \u003cp\u003eMonitoring and Controlling processes 531\u003c\/p\u003e \u003cp\u003eClosing processes 532\u003c\/p\u003e \u003cp\u003eThe Ten Knowledge Areas 534\u003c\/p\u003e \u003cp\u003eProject Integration Management 534\u003c\/p\u003e \u003cp\u003eProject Scope Management 535\u003c\/p\u003e \u003cp\u003eProject Schedule Management 535\u003c\/p\u003e \u003cp\u003eProject Cost Management 536\u003c\/p\u003e \u003cp\u003eProject Quality Management 536\u003c\/p\u003e \u003cp\u003eProject Resource Management 536\u003c\/p\u003e \u003cp\u003eProject Communications Management 537\u003c\/p\u003e \u003cp\u003eProject Risk Management 537\u003c\/p\u003e \u003cp\u003eProject Procurement Management 538\u003c\/p\u003e \u003cp\u003eProject Stakeholder Management 538\u003c\/p\u003e \u003cp\u003eMapping the Processes 539\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Reviewing the PMI Code of Ethics and Professional Conduct\u003c\/b\u003e\u003cb\u003e 541\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning with the Basics of the Code 542\u003c\/p\u003e \u003cp\u003eResponsibility 543\u003c\/p\u003e \u003cp\u003eResponsibility aspirational standards 543\u003c\/p\u003e \u003cp\u003eResponsibility mandatory standards 544\u003c\/p\u003e \u003cp\u003eRespect 545\u003c\/p\u003e \u003cp\u003eRespect aspirational standards 545\u003c\/p\u003e \u003cp\u003eRespect mandatory standards 546\u003c\/p\u003e \u003cp\u003eFairness 547\u003c\/p\u003e \u003cp\u003eFairness aspirational standards 547\u003c\/p\u003e \u003cp\u003eFairness mandatory standards 548\u003c\/p\u003e \u003cp\u003eHonesty 549\u003c\/p\u003e \u003cp\u003eHonesty aspirational standards 549\u003c\/p\u003e \u003cp\u003eHonesty mandatory standards 550\u003c\/p\u003e \u003cp\u003eKeeping Key Terms in Mind 551\u003c\/p\u003e \u003cp\u003eIndex 553\u003c\/p\u003e","brand":"John Wiley \u0026 Sons 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