Introduction Part I Project Management Jumpstart Chapter 1 Project Management Overview What Is Project Management...Exactly? What Is a Project Exactly? Managing Projects An Academic Look What Is the Value of Project Management? Why Are Projects Challenging? Growing Demand for Effective Project Managers Trends in Project Management Additional Resources Chapter 2 The Project Manager One Title, Many Roles Key Skills of Project Managers Qualities of Successful Project Managers 15 Common Mistakes of Project Managers Chapter 3 Essential Elements for Any Successful Project What Exactly Is a Successful Project? Learning from Troubled Projects Learning from Successful Projects Essential Project Manager Toolkit Part II Project Planning Chapter 4 Defining a Project Setting the Stage for Success How Does Defining a Project Relate to Project Planning? Project Definition Document Required Elements Additional Elements to Consider Project Definition Checklist General Scope Stakeholders Project Approach Other Acceptance Chapter 5 Planning a Project Key Project Planning Principles Important Questions Project Planning Should Answer Building a Project Plan Summary of Supplemental Project Plan Components Project Plan Checklist Chapter 6 Developing the Work Breakdown Structure What Exactly Is a WBS? Isn't WBS Just Another Name for the Project Schedule? Key Differences Between the WBS and the Project Schedule Different Types of Breakdown Structures Why Is the WBS Important? The Process of Building a WBS Getting Started Guidelines for Effective WBS Knowing When to Stop Chapter 7 Estimating the Work Next Step in the Schedule Development Process Managing the Risk, Managing the Estimates Reasons for Estimating Woes Powerful Estimating Techniques and Methods Best Practices Chapter 8 Developing the Project Schedule The Impact of the Project Schedule The Goal of the Schedule Development Process Key Inputs for Building a Schedule Creating a Schedule Determining Task Relationships (Sequencing the Work) Building the Preliminary Schedule Perform Reality Check Shorten the Schedule Walk Through the Schedule Presenting the Schedule Chapter 9 Determining the Project Budget The Impact of the Project Budget Principles of an Effective Budget Creating a Project Budget Sources of Project Costs Developing an Initial Budget Finalizing a Budget Common Budget Challenges Part III Project Control Chapter 10 Controlling a Project What Is Project Control? PDA: The Principles of Project Control Components of Project Control Management Fundamentals for Project Control Powerful Techniques for Project Control Performance Reporting Variance Responses Leveraging Earned Value Management Concepts Common Project Control Challenges Lessons from Project Recoveries Chapter 11 Managing Project Changes What Exactly Is a Project Change and What's the Big Deal, Anyway? Project Change Types-More Than Scope Relation to Configuration Management and Organizational Change Management Fundamentals for Managing Project Change What Causes Unplanned Scope Changes? Essential Elements of a Project Change Control System Principles Guidelines Components Powerful Techniques for Minimizing Project Changes Common Project Change Control Challenges Chapter 12 Managing Project Deliverables Managing Project Deliverables Means What, Exactly? Why Do This? It's Too Much Work Identify, Protect, and Track: The Principles of Managing Work Products Best Practices Configuration Management Plan Common Challenges and Pitfalls Chapter 13 Managing Project Issues The Goals, Objectives, and Principles of Project Issue Management Key Features of Issue Management Systems Options for Issue Log Best Practices Some Special Situations Chapter 14 Managing Project Risks Key Risk Management Principles The Essential Process for Managing Project Risks Risk Response Options Key Risk Management Tools The Common Sources of Project Risk Typ
Gregory M. Horine is a certified (PMP, CCP) business technology and IT project management professional with more than 27 years of successful results across multiple industries using servant leadership principles. Primary areas of expertise and strength include the following: * Project management and leadership * Complete project lifecycle experience * Complex application development * Package implementation and integration * Enterprise solution development * Effective use of project management tools * Microsoft Project * Project and portfolio management tools * Data analysis and transformation * Business process analysis and improvement * Vendor and procurement management * Mind mapping tools * Quality and risk management * Regulatory and process compliance In addition, Mr. Horine holds a master's degree in computer science from Ball State University and a bachelor's degree in both marketing and computer science from Anderson College (Anderson, Indiana). Through his servant leadership approach, Mr. Horine has established a track record of empowering his teammates, improving project communications, overcoming technical and political obstacles, and successfully completing projects that meet the targeted objectives. Mr. Horine is grateful for the guidance and the opportunities that he has received from many mentors throughout his career. Their patience and influence has helped form a rewarding career marked by continuous learning and improvement.