{"product_id":"the-fast-forward-mba-in-project-management-9781119700760","title":"The Fast Forward MBA in Project Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eAbout the Author xv\u003c\/p\u003e \u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1 Introduction\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1—Project Management: A Platform For Innovation \u003c\/b\u003e\u003cb\u003e2\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Timeless Leadership Toolset 3\u003c\/p\u003e \u003cp\u003eProject Management is Keeping Pace with Global Change 4\u003c\/p\u003e \u003cp\u003eProject Management is an Essential Leadership Skillset 5\u003c\/p\u003e \u003cp\u003eSuccessful Projects Deliver Value 6\u003c\/p\u003e \u003cp\u003eThe Art and Science of Project Leadership 6\u003c\/p\u003e \u003cp\u003eA Practical Checklist for Successful Projects: How This Book Will Help You 8\u003c\/p\u003e \u003cp\u003eBeyond the Book: Tools for Application and Continuous Learning 12\u003c\/p\u003e \u003cp\u003eEnd Point 13\u003c\/p\u003e \u003cp\u003eStellar Performer: OrthoSpot 14\u003c\/p\u003e \u003cp\u003eStellar Performer: PM4NGOs 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2—Project Leadership: People Before Process \u003c\/b\u003e\u003cb\u003e16\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Project Leadership Challenge 17\u003c\/p\u003e \u003cp\u003eBuild a Team Culture Suited to a Journey of Discovery 19\u003c\/p\u003e \u003cp\u003eTemporary Teams Form Before They Perform 21\u003c\/p\u003e \u003cp\u003eBuild Personal Authority and Influence 24\u003c\/p\u003e \u003cp\u003eProject Leaders Need Political Savvy 25\u003c\/p\u003e \u003cp\u003eYour Decision to Lead 26\u003c\/p\u003e \u003cp\u003eEnd Point 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3—Foundation Principles of Project Management \u003c\/b\u003e\u003cb\u003e29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProjects Require Project Management 29\u003c\/p\u003e \u003cp\u003eHow a Project is Defined 30\u003c\/p\u003e \u003cp\u003eThe Challenge of Managing Projects 31\u003c\/p\u003e \u003cp\u003eThe Evolution of a Discipline 32\u003c\/p\u003e \u003cp\u003eThe Definition of Project Success 36\u003c\/p\u003e \u003cp\u003eProject Management Functions 38\u003c\/p\u003e \u003cp\u003eProject Life Cycle 40\u003c\/p\u003e \u003cp\u003eOrganizing for Projects 43\u003c\/p\u003e \u003cp\u003eProject Managers Are Leaders 44\u003c\/p\u003e \u003cp\u003eEnd Point 45\u003c\/p\u003e \u003cp\u003eStellar Performer: Seattle Children’s Hospital and Regional Medical Center 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4—Agile and Waterfall: Choose A Development Process \u003c\/b\u003e\u003cb\u003e51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Value: A New Lens for Judging Projects Informs the Development Process 52\u003c\/p\u003e \u003cp\u003eChoose a Product Development Process That Delivers Value 53\u003c\/p\u003e \u003cp\u003eBest Practices for Capturing Requirements Are Integrated into a Product Development Process 57\u003c\/p\u003e \u003cp\u003eA Development Process is \u003ci\u003eNot \u003c\/i\u003eProject Management 58\u003c\/p\u003e \u003cp\u003eWaterfall or Agile: Which Delivers the Best Value? 58\u003c\/p\u003e \u003cp\u003eCommon Agile Practices 63\u003c\/p\u003e \u003cp\u003eCommon Agile Benefits 65\u003c\/p\u003e \u003cp\u003eChoosing Between Agile and Waterfall Development 67\u003c\/p\u003e \u003cp\u003eInnovation Projects Experiment to Discover Desirability and Viability 69\u003c\/p\u003e \u003cp\u003eProduct Development Methods Influence Project Management 70\u003c\/p\u003e \u003cp\u003eEnd Point 71\u003c\/p\u003e \u003cp\u003eStellar Performer: The Lean Startup Innovation Movement 72\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2 Defining The Project\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case \u003c\/b\u003e\u003cb\u003e78\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Initiation’s Place in the Project Life Cycle 79\u003c\/p\u003e \u003cp\u003eA Mini-Analysis Phase or a Complete Project 79\u003c\/p\u003e \u003cp\u003eThe Role of a Project Manager in Project Initiation 80\u003c\/p\u003e \u003cp\u003eA Business Case Defines the Future Business Value 81\u003c\/p\u003e \u003cp\u003eBusiness Risk and Project Risk 82\u003c\/p\u003e \u003cp\u003eManaging Requirements is Tightly Linked to Project Initiation 82\u003c\/p\u003e \u003cp\u003eCommon Principles for Project Initiation 84\u003c\/p\u003e \u003cp\u003eProject Selection and Prioritization 89\u003c\/p\u003e \u003cp\u003eBasic Business Case Content 90\u003c\/p\u003e \u003cp\u003eDesigning a Realistic Initiation Process 94\u003c\/p\u003e \u003cp\u003eProject Leadership: Focus on Value 94\u003c\/p\u003e \u003cp\u003eEnd Point 95\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 95\u003c\/p\u003e \u003cp\u003eStellar Performer: The Logical Framework Approach 96\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6—Engage Your Stakeholders and Win Their Cooperation \u003c\/b\u003e\u003cb\u003e105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStakeholder Focus Throughout the Life of the Project 106\u003c\/p\u003e \u003cp\u003eStakeholder Management is Risk Management for People 108\u003c\/p\u003e \u003cp\u003eStakeholder Roles on Every Project 109\u003c\/p\u003e \u003cp\u003eStakeholder Roles: Project Manager 109\u003c\/p\u003e \u003cp\u003eStakeholder Roles: Project Team 110\u003c\/p\u003e \u003cp\u003eStakeholder Roles: Management 111\u003c\/p\u003e \u003cp\u003eStakeholder Roles: The Customer 114\u003c\/p\u003e \u003cp\u003eAffected Stakeholders Can Make Crucial Contributions 116\u003c\/p\u003e \u003cp\u003eEngage Affected Stakeholders 118\u003c\/p\u003e \u003cp\u003eLead the Stakeholders 118\u003c\/p\u003e \u003cp\u003eEnd Point 119\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7—Write The Rules: Manage Expectations and Define Success \u003c\/b\u003e\u003cb\u003e121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Rules Are the Foundation 122\u003c\/p\u003e \u003cp\u003ePublish a Project Charter 124\u003c\/p\u003e \u003cp\u003eWrite a Project Charter 126\u003c\/p\u003e \u003cp\u003eResponsibility Matrix 134\u003c\/p\u003e \u003cp\u003eEnd Point 136\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3 The Planning Process\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8—Risk Management: Minimize The Threats To Your Project \u003c\/b\u003e\u003cb\u003e143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAll Project Management is Risk Management 145\u003c\/p\u003e \u003cp\u003eThe Risk Management Framework 147\u003c\/p\u003e \u003cp\u003eStep One: Identify the Risks 149\u003c\/p\u003e \u003cp\u003eStep Two: Analyze and Prioritize the Risks 153\u003c\/p\u003e \u003cp\u003eStep Three: Develop Response Plans 159\u003c\/p\u003e \u003cp\u003eStep Four: Establish Contingency and Reserve 165\u003c\/p\u003e \u003cp\u003eStep Five: Continuous Risk Management 166\u003c\/p\u003e \u003cp\u003eUnexpected Leadership 167\u003c\/p\u003e \u003cp\u003eEnd Point 168\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 168\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9—A Work Breakdown Structure Makes A Project Manageable \u003c\/b\u003e\u003cb\u003e170\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining the Work Breakdown Structure 171\u003c\/p\u003e \u003cp\u003eBuilding a Work Breakdown Structure 175\u003c\/p\u003e \u003cp\u003eCriteria for a Successful Work Breakdown Structure 177\u003c\/p\u003e \u003cp\u003eWork Package Size 181\u003c\/p\u003e \u003cp\u003eWhen Very Small Tasks Make Sense 182\u003c\/p\u003e \u003cp\u003ePlanning for Quality 183\u003c\/p\u003e \u003cp\u003eBreaking Down Large Programs 184\u003c\/p\u003e \u003cp\u003eContractors or Vendors Can Provide a WBS 185\u003c\/p\u003e \u003cp\u003eEnd Point 186\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10—Realistic Scheduling \u003c\/b\u003e\u003cb\u003e188\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlanning Overview 189\u003c\/p\u003e \u003cp\u003ePlanning Step Two: Identify Task Relationships 190\u003c\/p\u003e \u003cp\u003ePlanning Step Three: Estimate Work Packages 195\u003c\/p\u003e \u003cp\u003ePlanning Step Four: Calculate an Initial Schedule 201\u003c\/p\u003e \u003cp\u003ePlanning Step Five: Assign and Level Resources 208\u003c\/p\u003e \u003cp\u003eSmall Projects Need Smaller Plans 220\u003c\/p\u003e \u003cp\u003eEnd Point 221\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 222\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11—Manage Agile Development With Scrum \u003c\/b\u003e\u003cb\u003e223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScrum is a Framework 225\u003c\/p\u003e \u003cp\u003eScrum at a Glance 225\u003c\/p\u003e \u003cp\u003eManaging the Product Backlog 230\u003c\/p\u003e \u003cp\u003eMake the Plan Visible: Task Boards and Burndown Charts 232\u003c\/p\u003e \u003cp\u003eKey Factors for Scrum to Be Effective 235\u003c\/p\u003e \u003cp\u003eScrum and Project Management 236\u003c\/p\u003e \u003cp\u003eEnd Point 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12—The Art and Science of Accurate Estimating \u003c\/b\u003e\u003cb\u003e238\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEstimating Fundamentals 239\u003c\/p\u003e \u003cp\u003eEstimating Techniques 245\u003c\/p\u003e \u003cp\u003eBuilding the Detailed Budget Estimate 255\u003c\/p\u003e \u003cp\u003eGenerating the Cash Flow Schedule 262\u003c\/p\u003e \u003cp\u003eEnd Point 263\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 264\u003c\/p\u003e \u003cp\u003eStellar Performer: Tynet, Inc. 265\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope \u003c\/b\u003e\u003cb\u003e269\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThree Levels of Balancing a Project 270\u003c\/p\u003e \u003cp\u003eBalancing at the Project Level 271\u003c\/p\u003e \u003cp\u003eBalancing at the Business Case Level 281\u003c\/p\u003e \u003cp\u003eBalancing at the Enterprise Level 285\u003c\/p\u003e \u003cp\u003eEnd Point 286\u003c\/p\u003e \u003cp\u003eStellar Performer: Seattle Mariners Baseball Park 287\u003c\/p\u003e \u003cp\u003eStellar Performer: Boeing 767-400ER Program 291\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14—Managing Creative Projects: Insights From Media and Entertainment \u003c\/b\u003e\u003cb\u003e294\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLessons from Film, Television, and Video Production 295\u003c\/p\u003e \u003cp\u003eLessons from Creating Video Games 299\u003c\/p\u003e \u003cp\u003eLessons from Music Production 302\u003c\/p\u003e \u003cp\u003eLearning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305\u003c\/p\u003e \u003cp\u003eEnd Point 310\u003c\/p\u003e \u003cp\u003eStellar Performer: Flexible Life Cycle Transcends Industries 311\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4 Controlling The Project \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15—Build A High-Performance Project Team \u003c\/b\u003e\u003cb\u003e314\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Framework for Building High-Performance Teams 318\u003c\/p\u003e \u003cp\u003eLeadership Responsibilities 323\u003c\/p\u003e \u003cp\u003eBuilding a Positive Team Culture 324\u003c\/p\u003e \u003cp\u003eGround Rules 325\u003c\/p\u003e \u003cp\u003eTeam Identity 326\u003c\/p\u003e \u003cp\u003eTeam Listening Skills 331\u003c\/p\u003e \u003cp\u003eMeeting Management 335\u003c\/p\u003e \u003cp\u003eCollaborative Problem-Solving 337\u003c\/p\u003e \u003cp\u003eProblem Analysis 338\u003c\/p\u003e \u003cp\u003eDecision Modes 340\u003c\/p\u003e \u003cp\u003eConflict Management 345\u003c\/p\u003e \u003cp\u003eContinuous Learning 348\u003c\/p\u003e \u003cp\u003eJob Satisfaction 353\u003c\/p\u003e \u003cp\u003eEnd Point 353\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 354\u003c\/p\u003e \u003cp\u003eStellar Performer: Habitat for Humanity 355\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16—Communicate With Project Stakeholders \u003c\/b\u003e\u003cb\u003e357\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmbrace Your Role as a Leader 358\u003c\/p\u003e \u003cp\u003eCreating a Communication Plan 358\u003c\/p\u003e \u003cp\u003eCommunicating Within the Project Team 365\u003c\/p\u003e \u003cp\u003eVirtual Teams Benefit from Formal Communication 371\u003c\/p\u003e \u003cp\u003eCloseout Reporting 374\u003c\/p\u003e \u003cp\u003eEnd Point 375\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 376\u003c\/p\u003e \u003cp\u003eStellar Performer: Lockheed Martin Aeronautics 377\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17—Change Management: Engage Your Stakeholders To Maximize Value \u003c\/b\u003e\u003cb\u003e381\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy the People Side Matters 382\u003c\/p\u003e \u003cp\u003eOutcomes Desired: Individual Change Management Using ADKAR 385\u003c\/p\u003e \u003cp\u003eActions Required: Organizational Change Management 389\u003c\/p\u003e \u003cp\u003eRoles: Who Does Change Management 391\u003c\/p\u003e \u003cp\u003eEnd Point 392\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18—Control Scope To Deliver Value \u003c\/b\u003e\u003cb\u003e393\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Change Control Process 394\u003c\/p\u003e \u003cp\u003eConfiguration Management 400\u003c\/p\u003e \u003cp\u003eChange Control is Essential for Managing Expectations 402\u003c\/p\u003e \u003cp\u003eEnd Point 402\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 402\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19—Measure Progress \u003c\/b\u003e\u003cb\u003e404\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring Schedule Performance 404\u003c\/p\u003e \u003cp\u003eMeasuring Cost Performance 409\u003c\/p\u003e \u003cp\u003eEarned Value Reporting 411\u003c\/p\u003e \u003cp\u003eEscalation Thresholds 419\u003c\/p\u003e \u003cp\u003eCost and Schedule Baselines 421\u003c\/p\u003e \u003cp\u003eEnd Point 423\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20—Solve Common Project Problems \u003c\/b\u003e\u003cb\u003e425\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eResponsibility Beyond Your Authority 425\u003c\/p\u003e \u003cp\u003eDisaster Recovery 426\u003c\/p\u003e \u003cp\u003eWhen the Customer Delays the Project 427\u003c\/p\u003e \u003cp\u003eThe Impossible Dream 428\u003c\/p\u003e \u003cp\u003eFighting Fires 429\u003c\/p\u003e \u003cp\u003eManaging Volunteers 429\u003c\/p\u003e \u003cp\u003eEnd Point 430\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5 Advancing Your Practice of Project Management\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21—Enterprise Project Management: Align Projects With Strategy \u003c\/b\u003e\u003cb\u003e433\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Enterprise Project Management 435\u003c\/p\u003e \u003cp\u003eThree Tiers of Management Within EPM: Portfolio, Program, Project 436\u003c\/p\u003e \u003cp\u003eThe Four Components of EPM: Process, People, Technology, PMO 440\u003c\/p\u003e \u003cp\u003eEstablish Consistent EPM Processes 441\u003c\/p\u003e \u003cp\u003eTechnology Enables EPM Processes 444\u003c\/p\u003e \u003cp\u003eThe People Who Deliver Projects 447\u003c\/p\u003e \u003cp\u003eSupport Project Management: The Project Management Office 448\u003c\/p\u003e \u003cp\u003eEnd Point 456\u003c\/p\u003e \u003cp\u003eStellar Performer: Bill \u0026amp; Melinda Gates Foundation 458\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22—Requirements: Describe The Solution Target \u003c\/b\u003e\u003cb\u003e465\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRequirements and Project Management Are Intimately Connected 466\u003c\/p\u003e \u003cp\u003eRequirement Types Illustrate the Evolving Product Vision 467\u003c\/p\u003e \u003cp\u003eRequirements Scope and Processes 469\u003c\/p\u003e \u003cp\u003eRequirements Development Activities 471\u003c\/p\u003e \u003cp\u003eRequirements Management Activities 474\u003c\/p\u003e \u003cp\u003eThe Audience for Requirements 476\u003c\/p\u003e \u003cp\u003eEnd Point 478\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23—Use The Quality Discipline To Hit The Target \u003c\/b\u003e\u003cb\u003e480\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Cost of Quality 481\u003c\/p\u003e \u003cp\u003eBuild the Quality Discipline into a Project 483\u003c\/p\u003e \u003cp\u003eQuality Assurance and Quality Control 485\u003c\/p\u003e \u003cp\u003eQuality Practices Improve Requirements 487\u003c\/p\u003e \u003cp\u003eThe Quality Discipline Improves Processes 488\u003c\/p\u003e \u003cp\u003eQuality is an Organizational Commitment 490\u003c\/p\u003e \u003cp\u003eEnd Point 491\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24—Pass The Pmp Exam \u003c\/b\u003e\u003cb\u003e493\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRequirements to Earn the PMP 494\u003c\/p\u003e \u003cp\u003eTop 10 Study Tips for the PMP Exam 494\u003c\/p\u003e \u003cp\u003eEnd Point 497\u003c\/p\u003e \u003cp\u003eAppendix A: Forms Available Online 498\u003c\/p\u003e \u003cp\u003eAppendix B: The Detailed Planning Model 499\u003c\/p\u003e \u003cp\u003eNotes 508\u003c\/p\u003e \u003cp\u003eIndex 511\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407124472151,"sku":"9781119700760","price":21.25,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119700760.jpg?v=1730498264","url":"https:\/\/bookcurl.com\/products\/the-fast-forward-mba-in-project-management-9781119700760","provider":"Book Curl","version":"1.0","type":"link"}