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)
End User License Agreement
APPENDIX A: Terms and Acronyms
APPENDIX C: Case Study: Pizza Delivered Quickly (PDQ)
APPENDIX D: Cited References

EPM8e Logo

A pyramid with vertices labeled extreme, traditional, hybrid, and agile.

The pyramid has always been associated with strength and stability. And so, it was the natural choice for the EPM8e logo shown on the right. The foundation of the logo is defined by three major project areas: Traditional, Agile, and Extreme. These project types are the foundation of the project landscape. This foundation provides for the support of 5 specific Project Management Life Cycle (PMLC) types: Linear, Incremental, Iterative, Adaptive, Extreme. These 5 PMLC types include more than 20 specific models such as Waterfall, Prototyping, Scrum, DSDM, ASD, RUP, FDD, and INSPIRE to name a few. An organization will support several of these models and given a specific project, one of the models is chosen and adapted by the team as the best‐fit model given the characteristics of the project and their own preferences.

This structure would seem sufficient for effective project management. However, recent observations of processes versus the practices of those processes sends a different message. The complex project management landscape has become even more complex than initially expected and these off‐the‐shelf specific PMLC models are no longer sufficient. Project managers are encountering projects where these off‐the‐shelf models must be force fit in order to accommodate the needs of their projects. That seldom works in a complex landscape now defined by three factors:

  • The physical and behavioral characteristics of the project (the old landscape)
  • The organizational environment in which the project will be executed (the new landscape)
  • The dynamic conditions of the relevant supply and demand markets (the new landscape)

Project managers draw upon their experiences and the portfolio of tools, templates, and processes to design the management approach they will use for such projects. This portfolio should have been in place for some time. In EPM8e these are called “Hybrid Projects” and the management approach designed for the Hybrid Project by the “Hybrid Project Manager” (HPMgr) is called “Hybrid Project Management” (HPMgt) Framework. To date, the HPMgt Framework has been an informal “under the radar” practice of the HPMgr. On close inspection, it turns out that the HPMgt Framework is a logical transition from the Agile movement. The HPMgr community may be the largest PM community but have been totally ignored. Recent surveys suggest that this is certainly the case. EPM8e takes a step forward to understand these informal practices and defines an HPMgt Framework to support it.

The HPMgt Framework is the culmination of EPM8e. It brings together the very informal approaches used by the Occasional Project Manager (OPM) to the very formal approaches used by the Co‐Manager models. It is the fitting pinnacle of EPM8e, which is seen as the collection of robust project management models and frameworks. It is the best starting point for learning about project management processes and practices.