Book Image

Effective Project Management - Eighth Edition

By : Robert K. Wysocki
Book Image

Effective Project Management - Eighth Edition

By: Robert K. Wysocki

Overview of this book

There are so many things that can fail in a project. Failure to complete on time or maybe failure to stay under budget. Many projects fail to deliver a viable product that satisfies the needs of the customer. These and a multitude of other failures are usually the results of poor project management. Although there are many methods for managing projects, most are inadequately understood. Effective Project Management, Eighth Edition will teach you to use the most up-to-date tools and methods for project management. The book begins by explaining the project management landscape by answering questions, such as ‘what is a project’ and ‘what is a collaborative project team’. Then you’ll learn about traditional project management and its fundamentals as most would understand it from casual conversations and experiences. The final chapters give an in?depth presentation of the contemporary world of project management and five PMLC models, including hybrid project management. By the end of the book, you’ll have learned several techniques and best practices to successfully manage your project and avoid pitfalls.
Table of Contents (12 chapters)
Preface
5
Index
6
End User License Agreement
APPENDIX A: Terms and Acronyms
APPENDIX C: Case Study: Pizza Delivered Quickly (PDQ)
APPENDIX D: Cited References

Introduction

Effective Project Management: Traditional, Agile, Extreme, Hybrid Eighth Edition (EPM8e) represents a significant change from the 7th edition. All of the pedagogical and organizational strengths of EPM7e are retained and expanded in EPM8e. EPM8e offers not only the five different project management life cycle (PMLC) models (Linear, Incremental, Iterative, Adaptive, and Extreme) to managing a project but also adds a new one—the Hybrid Project Management (HPMgt) Framework. The choice of the best‐fit PMLC is based on the characteristics of the project and the business and organizational environment in which the project will be undertaken. These approaches recognize that major differences exist among projects and that those differences require different management approaches if the project is to be managed and successfully completed. Those differences become obvious through an analysis of the Requirements Breakdown Structure (RBS).

We commonly define a project as a unique experience that has never happened before and will never happen again under the same set of circumstances. So, then, why don't we define the management of such projects the same way? There are a number of factors affecting the choice of PMLC and the adaptation of those models as the project unfolds and conditions change. This is the approach I have taken for years and have been successful beyond the statistics on failure that we are all familiar with. I hope to convince you of the benefits of that view in this book. Fifty years of experience managing projects of all types has led me to this conclusion. I want to share my thinking with you and convince you to follow my lead. EPM8e introduces the HPMgt. HPMgt has existed in some form for some time now as suggested by recent surveys but it has stayed below the radar. Chapter 14, “Hybrid Project Management Framework,” is a first attempt to put some formality to a practice that has been largely informal.

The entire EPM series is based on the need for robust project management processes that reflect the uniqueness of projects and how they should be managed. It is unique in that regard.