Effective Project Management: Traditional, Agile, Extreme

Learn to use the most up-to-date tools and methods for project management Project management has undergone significant changes since the previous edition of this book. So, along with updates reflecting the PMBOK Guide, 5th edition, this Seventh Edition of Effective Project Management addresses some fundamental changes in the nature of a project. You will learn an approach to project management that recognizes the project environment and adapts accordingly. Rather than one-size-fits-all solutions, you will learn to think, review, analyze, and select the project management approach best suited to each individual project. This book remains an effective text for trainers and educators as well as a practical how-to guide for project managers. Discover: An in-depth understanding of the PMBOK process groups How to scope, plan, launch, monitor, control, and close a TPM project Techniques for dealing with the complex and uncertain PM landscape A comparison of Linear, Incremental, Iterative, Adaptive, and Extreme PMLC models Prevention and intervention strategies for distressed projects Advice on organizing multiple team projects and managing a continuous process improvement program Ways to establish an enterprise project portfolio management process How to create a practical, project-based model of an enterprise Find more online Visit www.wiley.com/go/epm7e to find support files designed for the trainer and educator, including PowerPoint presentations and training exercises. Also, certified instructors can email the author at rkw@eiicorp.com to receive a Q&A answer file to accompany the discussion questions in the book.

Preface xxix Introduction xxxi Part I Understanding the Project Management Landscape 1 Chapter 1 What Is a Project? 3 Chapter 2 What Is Project Management? 25 Chapter 3 What Are the Project Management Process Groups? 65 Part II Traditional Project Management 101 Chapter 4 How to Scope a TPM Project 103 Chapter 5 How to Plan a TPM Project 141 Chapter 6 How to Launch a TPM Project 217 Chapter 7 How to Monitor & Control a TPM Project 267 Chapter 8 How to Close a TPM Project 299 Part III Complex Project Management 309 Chapter 9 Complexity and Uncertainty in the Project Management Landscape 311 Chapter 10 Agile Project Management 327 Chapter 11 Extreme Project Management 351 Chapter 12 Comparing Linear, Incremental, Iterative, Adaptive, and Extreme PMLC Models 359 Part IV Managing the Realities of Projects 445 Chapter 13 Prevention and Intervention Strategies for Distressed Projects 447 Chapter 14 Organizing Multiple Team Projects 477 Chapter 15 Establishing and Maturing a Project Support Office 509 Chapter 16 Establishing and Managing a Continuous Process Improvement Program 555 Part V End State: Maturing to an Enterprise–Level Project Management Model 591 Chapter 17 Establishing a Project Portfolio Management Process 593 Chapter 18 A Practical Project–Based Model of the Enterprise 645 Appendix A Glossary of Acronyms 683 Appendix B What’s on the Website? 689 Appendix C Bibliography 691 Index 701

Robert K. Wysocki, PhD, has more than 40 years' experience as a project management consultant and trainer, information systems manager, systems and management consultant, author, training developer, and provider. Many of his books on project management, business analysis, and information systems management have been adopted at more than 100 colleges and universities.