Реклама. ООО «ЛитРес», ИНН: 7719571260.
PROJECT MANAGEMENT FOR HUMANS
HOW TO USE THIS BOOK. Who Should Read This Book?
What’s in This Book?
What Comes with This Book?
FREQUENTLY ASKED QUESTIONS. I’m not a project manager. In fact, I know nothing about what project managers do. Can you tell me a little more about it?
I keep hearing about Agile, but I can’t tell if it’s right for me. Is it?
I’m terrible at estimating projects. How can I get better?
I’m nervous about talking to my client about how our project is going to be over budget and probably late. Do you have any tips for how I can handle this?
CONTENTS
FOREWORD
INTRODUCTION
You’re the PM Now
What Is a Project Manager?
The Role vs. the Title
The Qualities of Good Project Management
Eagle Eye for Project Issues
Clear, Calm Communicator
Empathetic
Adaptable and Flexible
Curious
Invested in the Work
Typical PM Tasks
Create Project Estimates
Craft, Build, and Manage the Process
Create and Manage Project Plans
Manage Tasks
Report on Status
Plan Your Team’s Time
Motivate Teams
Monitor Scope
Wrangle Calendars and Meetings
Facilitate Communications
And Much More
The PM Is the Backbone
Embrace the Role
Stick to Your Guns
Make Space for Project Management
Principles over Process
The World of Project Management Methodologies
Traditional Methodologies
Agile Methodologies
Change Management Methodologies
Other Business Processes, Methods
Devise a Methodology That Will Work for You
Principles for Digital Project Management
Start with an Estimate
Set the Stage for Solid Estimates
Why Estimate?
Learn What You Can
Understand the Roles on Your Team
What Do All of These People Do Anyway?
Understand the Process and What Works
Study History
Get the Pertinent Details
What You Need to Know
Estimate Time and Materials vs. Fixed-Fee Projects
Time and Materials
Fixed Fee
Apply a Work Breakdown Structure
How to Use a Work Breakdown Structure
Step 1: List High-Level Deliverables
Step 2: Think About Tasks
Step 3: Get Granular
Step 4: Format and Estimate
Estimating Agile-ish Projects
Dedicated Teams
Sprints
Scrum Team Meetings
So What Does It Mean for Your Client?
Estimate Tasks for Agile Projects
User Stories
Forget Weeks, Days, and Hours . . . Use Story Points
Planning Poker
Why Stories and Points?
Get Your Estimates In
CHAPTER 4
Getting to Know Your Projects
Start with Research
Getting the Most Out of Stakeholder Interviews
Identify the Players
Avoid the “Swoop and Poop”
Talk About the Work
Getting to Know Your Clients Can Help!
Heed the Red Flag
CHAPTER 5
Create a Plan
Project Plans Will Help You
Before You Create the Plan
Start with a Sketch
An Overall Approach to the Project
The Tasks That Will Need to Be Completed
The Roles or People Who Will Work on the Project
The Time You and Your Team Need to Execute Work
Other Project Work
Client Reviews and Approvals
Dates
Get Realistic About Timing: Break Down Tasks
The Benefits of the Work Breakdown Structure
It’s All in the Assumptions
What’s It Look Like?
Get Buy-in Early
Formalize Your Plan
Double-Check Your Work
Get Plan Buy-in
Make It Readable
Step 1: Team Review
Step 2: Client/Stakeholder Review
Process
Deliverables
People and Other Project Work
Step 3: Confirm Everything
Step 4: Manage and Update
What You Really Need to Know
Get Planning
CHAPTER 6
Managing Resources
Set the Stage for Organized Resource Planning
Match Resource Skills to Projects
Save Yourself and Your Team from Burnout
Stakeholders Are Resources, Too
CHAPTER 7
Communicate Like a Pro
Solid Communications Earn Trust
It’s Not About You
Set Communication Expectations
Be Open to Collaboration
Quick, Simple Communication Tactics
Body Language Speaks Volumes
CHAPTER 8
Navigating the Dreaded Difficult Conversation
The Anatomy of a Difficult Conversation
The Situation
The Other Person
You (and Your Emotional State)
The Outcomes
The Conversation
Don’t Sweat It
How to Conduct a Difficult Conversation
Prepare Yourself
Impromptu Conversation
Scheduled Meeting
Meeting Means Talking and Listening
Avoid Verbal Conflict
Use Thoughtful Language
Finding the Right Solution
Personal Conflict
Group Conflict
Follow-up
The Most Difficult Conversation I’ve Ever Taken On
Say Hello to Agreement and Goodbye to Disagreement
CHAPTER 9
Setting and Managing Expectations
We All Have Expectations
Set Expectations Before the Project Begins
Understand Your Scope
Pre-Kick-off Meetings
Sample Client Pre-Kick-off Meeting Agenda
Assign Project Roles with a RACI Matrix
Roles of the RACI
Document Requirements
Dig for Information
Answers = Documented Requirements
Teamwork
Manage Expectations
Foster Good Communications
Build a Communications Plan
Conduct Status Meetings
Team Status
Client Status
Reveal the Difficult News
Take and Share Notes
Note-Taking Tips
Tactical Tips to Keep Expectations in Check
CHAPTER 10
Scope Is Creepin’
Managing and Embracing Change
The Devil Is in the Details
Keep Your Plan Updated, Save Heartache
Write a Simple Change Request
Money, Money, Money
Tame the Scope Creep
When a Change in Scope Is Not Acceptable
Don’t Forsake Quality
It’s Not Easy, and It’s Not Scary Either
Facilitation for PMs
People Make Projects Difficult
Brush Up Your Facilitation Skills
Be Neutral
Keep Planning
Be Energetic
Be a Great Communicator
Be an Authority
Facilitation Techniques
Be Prepared
Create the Right Environment
Ensure That the Expected Outcomes or Objectives Are Clear
Establish Expectations
Do What Works
Helpful Facilitation Tools
Gate Keeping
Use Flip Charts, Post-it Notes, and Sharpies
Brainstorm
Clustering
The “T”
Beat Meeting Fatigue
First Step: Determine Meeting Value
Ensure Meeting Greatness
Determine Meeting Roles
Make It a Productive Meeting
On and Up
INDEX
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
HELPING PEOPLE GET THINGS DONE
Brett Harned
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Meeting Means Talking and Listening
Finding the Right Solution
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