Project Management For Dummies 6th Edition by Jonathan L Portny, Stanley E Portny ISBN 1119869919 9781119869917

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ISBN 10: 1119869919 
ISBN 13: 9781119869917
Author: Jonathan L Portny, Stanley E Portny

Project management professionals who want a reference to perform their best and lead a product team.

Project Management For Dummies 6th Table of contents:

Part 1: Getting Started with Project Management
Chapter 1: Project Management: The Key to Achieving Results
Determining What Makes a Project a Project
Adopting a Principled Approach to Project Management
What Happened to Process Groups and Knowledge Areas?
Do You Have What It Takes to Be an Effective Project Manager?
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 2: I’m a Project Manager! Now What?
Knowing the Project Manager’s Role
Aligning with the Four Values that Comprise the Code of Ethics
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 3: Beginning the Journey: The Genesis of a Project
Gathering Ideas for Projects
Developing the Project Charter
Deciding Which Projects to Move to the Second Phase of Their Life Cycle
Tailoring Your Delivery Approach
Identifying the Models, Methods, and Artifacts to Use
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 4: Knowing Your Project’s Stakeholders: Involving the Right People
Understanding Your Project’s Stakeholders
Developing a Stakeholder Register
Determining Whether Stakeholders Are Drivers, Supporters, or Observers
Displaying Your Stakeholder Register
Confirming Your Stakeholders’ Authority
Assessing Your Stakeholders’ Power and Interest
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 5: Clarifying What You’re Trying to Accomplish — And Why
Defining Your Project with a Scope Statement
Looking at the Big Picture: Explaining the Need for Your Project
Marking Boundaries: Project Constraints
Facing the Unknowns When Planning: Documenting Your Assumptions
Presenting Your Scope Statement in a Clear and Concise Document
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 6: Developing Your Game Plan: Getting from Here to There
Divide and Conquer: Breaking Your Project into Manageable Chunks
Creating and Displaying Your Work Breakdown Structure
Identifying Risks While Detailing Your Work
Documenting What You Need to Know about Your Planned Project Work
Relating This Chapter to the PMP Exam and PMBOK 7
Part 2: Planning Time: Determining When and How Much
Chapter 7: You Want This Project Done When?
Picture This: Illustrating a Work Plan with a Network Diagram
Analyzing a Network Diagram
Working with Your Project’s Network Diagram
Developing Your Project’s Schedule
Estimating Activity Duration
Displaying Your Project’s Schedule
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 8: Establishing Whom You Need, How Much of Their Time, and When
Getting the Information You Need to Match People to Tasks
Estimating Needed Commitment
Ensuring Your Project Team Members Can Meet Their Resource Commitments
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 9: Planning for Other Resources and Developing the Budget
Determining Non-Personnel Resource Needs
Making Sense of the Dollars: Project Costs and Budgets
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 10: Venturing into the Unknown: Dealing with Risk
Defining Risk and Risk Management
Focusing on Risk Factors and Risks
Assessing Risks: Probability and Consequences
Getting Everything under Control: Managing Risk
Preparing a Risk Management Plan
Relating This Chapter to the PMP Exam and PMBOK 7
Part 3: Group Work: Putting Your Team Together
Chapter 11: Aligning the Key Players for Your Project
Defining Three Organizational Environments
Recognizing the Key Players in a Matrix Environment
Working Successfully in a Matrix Environment
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 12: Defining Team Members’ Roles and Responsibilities
Outlining the Key Roles
Making Project Assignments
Picture This: Depicting Roles with a Responsibility Assignment Matrix
Dealing with Micromanagement
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 13: Starting Your Project Team Off on the Right Foot
Finalizing Your Project’s Participants
Developing Your Team
Laying the Groundwork for Controlling Your Project
Hear Ye, Hear Ye! Announcing Your Project
Setting the Stage for Your Project Retrospective
Relating This Chapter to the PMP Exam and PMBOK 7
Part 4: Steering the Ship: Managing Your Project to Success
Chapter 14: Tracking Progress and Maintaining Control
Holding On to the Reins: Monitoring and Controlling
Establishing Project Management Information Systems
Putting Your Control Process into Action
Reacting Responsibly When Changes Are Requested
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 15: Keeping Everyone Informed
I Meant What I Said and I Said What I Meant: Successful Communication Basics
Choosing the Appropriate Medium for Project Communication
Preparing a Written Project Progress Report
Holding Key Project Meetings
Preparing a Project Communications Management Plan
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 16: Encouraging Peak Performance by Providing Effective Leadership
Exploring the Differences between Leadership and Management
Recognizing the Traits People Look for in a Leader
Developing Personal Power and Influence
You Can Do It! Creating and Sustaining Team Member Motivation
Leading a Diverse, Equitable, and Inclusive Project Team
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 17: Bringing Your Project to Closure
Staying the Course to Completion
Handling Administrative Issues
Providing a Smooth Transition for Team Members
Surveying the Results: The Project Retrospective Evaluation
Relating This Chapter to the PMP Exam and PMBOK 7
Part 5: Taking Your Project Management to the Next Level
Chapter 18: Using Newer Methods and Resources to Enhance Your Project Management
Taking a Look at the Agile Approach to Project Management
Using Computer Software Effectively
Using Social Media to Enhance Project Management
Relating This Chapter to the PMP Exam and PMBOK 7
Chapter 19: Monitoring Project Performance with Earned Value Management
Defining Earned Value Management
The How-To: Applying Earned Value Management to Your Project
Determining a Task’s Earned Value
Relating This Chapter to the PMP Exam and PMBOK 7
Part 6: The Part of Tens
Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project
What’s the Purpose of Your Project?
Whom Do You Need to Involve?
What Results Will You Produce?
What Constraints Must You Satisfy?
What Assumptions Are You Making?
What Work Has to Be Done?
When Does Each Activity Start and End?
Who Will Perform the Project Work?
What Other Resources Do You Need?
What Can Go Wrong?
Chapter 21: Ten Tips for Being a Better Project Manager
Be a “Why” Person
Be a “Can Do” Person
Think about the Big Picture
Think in Detail
Assume Cautiously
View People as Allies, Not Adversaries
Mean What You Say and Say What You Mean
Respect Other People
Acknowledge Good Performance
Be a Manager and a Leader
Appendix: Combining the Techniques into Smooth-Flowing Processes
Preparing Your Project Plan
Controlling Your Project during Performance

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