Lessons in Project Management

Mochal, Tom; Mochal, Jeff

Lessons in Project Management

Tom Mochal and Jeff Mochal

in Springer Books from Springer

Date: 2011
ISBN: 978-1-4302-3835-5
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Chapters in this book:

The Year Begins—On a Slippery Note: Tom Mochal and Jeff Mochal
Understand the Characteristics of a Project: Tom Mochal and Jeff Mochal
Always Have an Identified and Committed Sponsor: Tom Mochal and Jeff Mochal
Report Status on All Projects: Tom Mochal and Jeff Mochal
Focus on Deadline Dates: Tom Mochal and Jeff Mochal
Apply Some Level of Project Management Discipline: Tom Mochal and Jeff Mochal
Define and Plan the Work First: Tom Mochal and Jeff Mochal
Don’t “Microbuild” or Micromanage the Workplan: Tom Mochal and Jeff Mochal
Hire a Diverse Project Team: Tom Mochal and Jeff Mochal
Define the Many Aspects of What Is In Scope and Out of Scope: Tom Mochal and Jeff Mochal
Use the “Big Three” Documents: Tom Mochal and Jeff Mochal
Use Scope Change Management: Tom Mochal and Jeff Mochal
Collect Metrics: Tom Mochal and Jeff Mochal
Give Performance Feedback Routinely: Tom Mochal and Jeff Mochal
Ensure Issues Management Is Everyone’s Responsibility: Tom Mochal and Jeff Mochal
Shorten Long Meetings to Sharpen the Focus: Tom Mochal and Jeff Mochal
Identify the Root Cause of Problems: Tom Mochal and Jeff Mochal
Use Quality Assurance to Validate Project Status: Tom Mochal and Jeff Mochal
Cancel Projects That Lose Business Support: Tom Mochal and Jeff Mochal
Use Risk Management to Discover Potential Problems: Tom Mochal and Jeff Mochal
Focus Quality Management on Processes, Not People: Tom Mochal and Jeff Mochal
Don’t Use Your Estimating Contingency for Scope Changes: Tom Mochal and Jeff Mochal
Develop a Communication Plan for Complex Projects: Tom Mochal and Jeff Mochal
Scale Your Processes Based on Project Size: Tom Mochal and Jeff Mochal
Plan the Project Even If You Start the Work at the Same Time: Tom Mochal and Jeff Mochal
Identify the Critical Path and How This Path Drives the End Date: Tom Mochal and Jeff Mochal
Change Assumptions to Revise an Estimate: Tom Mochal and Jeff Mochal
Don’t Forget Face-to-Face Communication on Your Project: Tom Mochal and Jeff Mochal
Make Quality a Mindset and Ongoing Process: Tom Mochal and Jeff Mochal
Batch Small Scope Change Requests for Sponsor Approval: Tom Mochal and Jeff Mochal
Manage Your Vendor Projects Proactively: Tom Mochal and Jeff Mochal
Look for Risks Inherent to Your Project: Tom Mochal and Jeff Mochal
Get Sponsor Approval Before Investigating Large Scope Change Requests: Tom Mochal and Jeff Mochal
Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value: Tom Mochal and Jeff Mochal
Use Multiple Estimating Techniques: Tom Mochal and Jeff Mochal
Keep Your Schedule Up to Date: Tom Mochal and Jeff Mochal
Use Issue Management to Choose the Best of Bad Alternatives: Tom Mochal and Jeff Mochal
Collect Metrics That Can Lead to Fundamental Improvements: Tom Mochal and Jeff Mochal
Evaluate All Risk Response Options in the Risk Plan: Tom Mochal and Jeff Mochal
Manage Client Expectations: Tom Mochal and Jeff Mochal
Use Milestones to Track Overall Progress: Tom Mochal and Jeff Mochal
Catch Errors as Early as Possible: Tom Mochal and Jeff Mochal
Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviation: Tom Mochal and Jeff Mochal
Be Proactive to Accelerate the Project Schedule: Tom Mochal and Jeff Mochal
Use the Work Breakdown Structure to Identify All the Work: Tom Mochal and Jeff Mochal
Write Your Status Reports from the Reader’s Perspective: Tom Mochal and Jeff Mochal
Update Your Risk Plan Throughout the Project: Tom Mochal and Jeff Mochal
Don’t Deliver More Than the Client Requested: Tom Mochal and Jeff Mochal
Make One Person Responsible for Each Activity: Tom Mochal and Jeff Mochal
Focus on Deadlines to Keep Your Project from Wandering: Tom Mochal and Jeff Mochal
Gain Agreement on Project Metrics Ahead of Time: Tom Mochal and Jeff Mochal
Year-End Recap: Tom Mochal and Jeff Mochal

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DOI: 10.1007/978-1-4302-3835-5

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