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Chapter 1—Organizing for the Long Term Chapter 2—Creating the Plan
Chapter 3—Choosing the Project Team Chapter 4—The Project Budget Chapter 5—Establishing a Schedule Chapter 6—The Rules of Flowcharting Chapter 7—The Project Flowchart Chapter 8—Supporting Documentation Chapter 9—Project Review Chapter 10—The Communication Challenge Chapter 11—Project Management and Your Career Appendix A Index
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Little Black Book of Project Management, The by Michael C. Thomsett AMACOM Books ISBN: 0814477321 Pub Date: 01/01/90 Search Tips Advanced Search
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Table of Contents
Prediction is very difficult, especially about the future. —Neils Bohr Imagine this situation: You’ve just been given the job of completing a very large project. Your sources are limited, your budget is very small, and your deadline is very short. The precise goals of the job have not been defined as well as you’d like, and you don’t know where to start. This situation challenges your management skill on many levels. You’ll have to ask for a definition of just what you’re expected to achieve. Then you’ll need to plan well enough so that you will accomplish the desired result, by the deadline and within budget. Rarely will you be given a well-defined, fully budgeted project and asked merely to pilot your resources through to the end result. More likely you will be given an assignment that includes nothing beyond the demand for a generalized end result. The rest is up to you. This Little Black Book shows you how to take charge of a big project, define it, and then break it down into smaller, more manageable phases. You will learn how to control a budget and schedule and lead a project team through to successful completion. You will find out how to anticipate problems and plan for them during the various project phases. And you will discover methods for establishing clear objectives for your project, even when they are not defined at the point of assignment. Because it’s a long-term process, project management causes even well-organized managers to experience difficulty. But if you are accustomed to controlling routine work in your own department, you already understand recurring workload cycles, staffing limitations, and budgetary restraints—the same issues you’ll confront with projects. However, the context is different: First, a project is nonrecurring, so problems and solutions are not matters of routine; second, unlike the limitations on your department’s range of tasks, a project often crosses departmental and authority lines; third, a project is planned and organized over several months, whereas recurring tasks are projected ahead only for a few days or weeks. Managing a project doesn’t require any skills you don’t already possess; you will employ the same
management skills you use elsewhere. The planning, organizing, and execution steps just require greater flexibility and a long-term view than your recurring tasks do, and the project is an exception to the daily or monthly routine. Running a project is like starting up a new department. What distinguishes both activities from your other tasks is that there’s no historical budget, no predictable pattern to the problems or resistance points, and no cycle on which to base today’s actions. Think of this Little Black Book as the foundation of the project structure you’ll create. That structure will take on a style,...