Оглавление
Kyle Mackenzie. Making It Happen
Preface
Part One. Genesis
1. Sink or Swim
The Company
The New Product
The Project Manager
2. Grasping the Scope
The First Cost Estimate
Gathering Courage
What is the Problem?
3. What is a Project?
Discovering Perspective
4. The Team Meets
Trying To Set Goals
A Variety of Answers
5. Sifting Through the Mess
6. Asking the Right Questions
7. Writing the Objective Statement
8. The Project Manager Faces the Board
The Board Has Questions
The Project Has a Sponsor
Setting the Schedule
Part Two. The Project Team
9. The Team’s Roles
The Sponsor
The Feasibility Analyst
The Project Manager
The Designer, Implementer, User’s Representative, and Project Administrator
A Contest of Convictions
Assigning the Roles
10. Company Politics
Keeping the Sponsor Happy
Part Three. The Design Phase
11. What is Design, and How Long Does it Take?
12. Organizing the Design Process
Design Steps and the Schedule
When is the Design Complete?
Keeping the Sponsor Informed
13. The User’s Needs
The Revised Objective Statement
14. Charts, Costs, and Other Puzzles
Coping with Delays
Making Adjustments
15. More Problems with Schedules
Completing the Design
Part Four. Execution Planning
16. Tasks
A Simple Set of Tasks
Grasping the Logic
17. A Dependency Chart
Changing Perspective
A Float
The Critical Path
When is a Task a Task?
As Complicated as it Needs to Be
18. Finding and Fixing Mistakes
Delivering What’s Wanted
Rearranging the Information
Signing Off the Execution Plan
Part Five. Execution
19. Altering Plans
Scope, Schedule, Cost, and Quality
Crashing
20. On a Crash Course
The New Schedule, the New Budget
A Contractor with An Opinion
Who Gets Rewarded?
21. A New Assignment
Doing this One Right
The Launch
Part Six. The Review Process
22. Assessing Assignments
Another Assignment?
The Team Wraps Up
Part Seven. The Project Manager’s Survival Manual
23. Recording the Fundamentals
This is a Manual?
The Survival Manual for Project Managers
Part Eight. New Frameworks
24. Checking Assumptions
Defining Quality
Other Techniques
Epilogue
Отрывок из книги
This book has two things to offer you as a reader.
The first is a unique and superior approach to the discipline of project management. Much is known about projects (and vastly more is written), but not much is widely understood. The ideas presented here were refined over many years by individuals who have spent their careers in the field, making the concepts of the management sciences work. This useful approach was not developed without cost and frustration, and there is a great deal contained here that you will find nowhere else.
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“Why not just steal the idea and design our own?”
“Will,” he said with mock dismay, “How could you think such a thing? Anyway, we don’t have time. Our marketing guys say if we’re not first into the market with this, we’ll lose our edge and it will be doubtful we would ever recover the development cost. Besides, it could take more than a year to get it right. If we buy the rights on this one, we have a known quantity on our hands.”
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