Project Management | Russell Darnall and John M. Preston

- About the Authors
- Preface: Project Management in a Complex World
- 1Introduction to Project Management
- 2Project Profiling
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  - 2.1Using a Project Profile
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  - 2.2Project Profiling Models
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  - 2.3Complex Systems and the Darnall-Preston Complexity Index
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  - 2.4Darnall-Preston Complexity Index Structure
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  - 2.5End-of-Chapter Exercises
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  - 2.6Software and Technology Exercise
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- 3Project Life Cycle, Process Groups, and the Organizational Structure of a Project
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  - 3.1Project Management Life Cycle and Process Groups
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  - 3.2Project Organization
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  - 3.3Using the Darnall-Preston Complexity Index to Measure Organizational Complexity
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  - 3.4End-of-Chapter Exercises
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  - 3.5Web Exercise
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- 4Starting a Project
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  - 4.1Project Selection
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  - 4.2Project Charter
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  - 4.3Project Scope
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  - 4.4Project Start-Up
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  - 4.5Alignment Process
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  - 4.6Communications Planning
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  - 4.7End-of-Chapter Exercises
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  - 4.8Software and Technology Exercise
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- 5Understanding and Meeting Stakeholder Expectations
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  - 5.1Stakeholder Satisfaction
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  - 5.2Managing Stakeholder Relations
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  - 5.3Understanding Values and Expectations
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  - 5.4Dealing with Problems
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  - 5.5Nurturing a Feeling of Satisfaction
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  - 5.6End-of-Chapter Exercises
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  - 5.7Web Exercises
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- 6Working with People on Projects
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  - 6.1Working with Individuals
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  - 6.2Working with Groups and Teams
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  - 6.3Creating a Project Culture
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  - 6.4End-of-Chapter Exercises
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  - 6.5Web Exercises
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- 7Project Communication Management
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  - 7.1Project Communication Plan
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  - 7.2Types of Communication Technology
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  - 7.3Selecting Software
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  - 7.4End-of-Chapter Exercises
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  - 7.5Web Exercise
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  - 7.6Software and Technology Exercises
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- 8Project Schedule Management
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  - 8.1Types of Schedules
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  - 8.2Project Schedule Management
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  - 8.3Critical Path and Float
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  - 8.4Managing the Schedule
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  - 8.5Project Scheduling Software
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  - 8.6End-of-Chapter Exercises
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  - 8.7Software and Technology Exercises
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- 9Project Cost Management
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  - 9.1Estimating Costs
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  - 9.2Managing the Project Budget
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  - 9.3End-of-Chapter Exercises
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  - 9.4Software and Technology Exercise
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- 10Project Quality Management
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  - 10.1Developing the Quality Section of the Project Management Plan
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  - 10.2Quality and Statistics
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  - 10.3Development of Quality as a Competitive Advantage
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  - 10.4Relevance of Quality Programs to Project Quality
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  - 10.5Planning and Controlling Project Quality
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  - 10.6Assuring Project Quality
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  - 10.7End-of-Chapter Exercises
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  - 10.8Software and Technology Exercises
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- 11Project Risk Management
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  - 11.1Defining Risk
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  - 11.2Risk Management Process
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  - 11.3Project Risk over the Life Cycle of the Project
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  - 11.4Project Risk and the Project Complexity Profile
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  - 11.5End-of-Chapter Exercises
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  - 11.6Web Exercise
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- 12Project Procurement
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  - 12.1Identifying the Need for Resources Outside the Organization
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  - 12.2Procurement Plan
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  - 12.3Selecting the Type of Contract
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  - 12.4Procurement Process
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  - 12.5End-of-Chapter Exercises
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  - 12.6Web Exercises
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- 13Managing Project Closure
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  - 13.1Project Close
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  - 13.2Project Closure and People
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  - 13.3End-of-Chapter Exercises
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- 14Project Management Skills
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  - 14.1Darnall Three-Level Model of Project Knowledge, Skills, and Processes
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  - 14.2Basic Project Management Skills: Communication Skills
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  - 14.3Basic Project Management Skills: Interpersonal Skills
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  - 14.4Basic Project Management Skills: Coordination
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  - 14.5Basic Project Management Skills: Team Building
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  - 14.6Basic Project Management Skills: Problem Solving
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  - 14.7Managing Stress on a Project
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  - 14.8Project E-mail Best Practice
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  - 14.9End-of-Chapter Exercises
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