Tips, Tactics, and Tools
Harvey A. Levine
JOHN WILEY & SONS, INC.
This book is printed on acid-free paper.
Copyright © 2002 by Harvey A. Levine. All rights reserved.
Published by John Wiley & Sons, Inc., New York. Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data:
Levine, Harvey A.
Practical project management : tips, tactics, and tools / Harvey A. Levine.
Includes bibliographical references and index.
Bookz ISBN 0-471-20303-3 (alk. paper) 1. Project management. I. Title. HD69 .P75 L484 2002
Printed in the United States of America.
1. Setting Up the Project Management Operation 1
1.1 About Projects and Project Management 2
1.2 Organizing for Project Management 13
1.3 Does Your Company Need a CPO? 24
1.4 Implementing a Computer-based Project Management Capability 29
2. Getting Started 39
2.1 Project Initiation Techniques 41
2.2 Do You Weebis? Clarifying WBS, OBS, and RBS 60
2.3 Project Life Cycles 65
3. Scheduling 73
3.1 Critical Path Scheduling 76
3.2 Critical Path, Critical Chain, and Uncertainty:
Exploring Concepts of Shared Contingency 84
3.3 Estimating Task Durations 93
3.4 How Important Are Schedules and Time Compression? 100
3.5 Practical Scheduling 107
4. Resource and Workforce Management 117
4.1 An Overview of the Different Elements of
Resource Management 119
4.2 Role-based Needs for Managing Resources in a Project-driven Organization 123
4.3 Resource Leveling and Games of Chance 139
4.4 Practical Resource Scheduling 150
5. Budgeting and Cost Control 159
5.1 Concepts and Issues of Project Budgeting and
Cost Control 162
5.2 Software Support for Cost Management 172
6. Risk Management and Contingency Ill
6.1 Using and Managing Contingency 180
6.2 Risk Management for the Sigmaphobic: 197 Managing Schedule, Cost, and Technical
Risk and Contingency
6.3 Some Computer-based Approaches to Schedule
Risk Analysis 205
l. Maintaining the Plan 21B
7.1 Change Control and Scope Management 218
7.2 Real-time Status versus Period Data 234
7.3 Automatic Project Management: A Classic Oxymoron 240
S. Performance Measurement 24l
8.1 Measuring the Value of Work Accomplishment 249
9. Project Portfolio Management 261
9.1 Defining and Implementing Project
Portfolio Management 263
9.2 Bridging the Gap between Operations
Management and Projects Management: 271
The Important Role of Project Portfolio
9.3 Project Selection and Risk: 276 Risk Management Is an Essential Part of Project Portfolio Management
1G. Project Management, Enterprise Project Management, and Enterprise Resource Planning 2S1
10.1 The Search for Automated, Integrated, Enterprise-wide Project Management: 283 Minnesota Smith and the Temple of
10.2 Integrating PM and ERP 288
11. Project Management and Professional Services Automation 297
11.1 Defining the PSA Market 299
11.2 Building PSA Solutions 303
12. Tools of the Trade 307
12.1 A Simplified and Balanced Approach to PM
Software Selection 309
12.2 New Names for Old Games: 320 Rebadging Sound and Proven PM Concepts
12.3 The e Revolution: Collaboration Services,
B2B, Gateways 327
13. Making Project Management Work 335
13.1 Implementing Project Management: 337 Commitment and Training Ensure Success
13.2 Making Project Communication Work: 344 Everything You Need to Know about
13.3 Why Project Management Implementation
Programs Fail 352
13.4 Teams, Task Forces, and Bureaucrats 357
13.5 The Psychological Contract: How to Stimulate
Initiative and Innovation in Any Organization 362
13.6 Shared Rewards 371
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.