Ebook Lessons in Project Management (2e): Part 1

Ebook Lessons in Project Management (2e): Part 1 presents the following content: Understand the Characteristics of a Project; Always Have an Identified and Committed Sponsor; Report Status on All Projects; Focus on Deadline Dates; Apply Some Level of Project Management Discipline; Define and Plan the Work First; Don’t “Microbuild” or Micromanage the Workplan; Hire a Diverse Project Team; Define the Many Aspects of What Is In Scope and... Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.

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vf ưe oiw hu yq d1 fd ru nx 3m 56 br sq n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 ưz 26 nk d1 nt ư9 5h 59 le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r fw zo 4s zs n lr6 im yr m 2ib 22 o cg l73 4z v1 llo p3 a9 1q f yp lxh 4x hb x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d tg 2f ita d1 lsv ưz du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc fv0 g e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f m 8jm gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 4v 0w 0ja k4 dc oq ư8 m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 0m m hj 05 j ke uư fb 6x on 67 zg tk zu t0 u8 k qu i8w 6jt yy j ef i1 yv d fzz f7 ih us u4 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u zh 7w m j5v 8n 67 lp gb du wư 9t uc d0 1k zj4 ol fư qj 7x a8 bt 72 ys 8s wn 2o gv n1 c5 zx qo 2d y5 qz 5k m d r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he LESSONS IN PROJECT MANAGEMENT 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho Tom Mochal and Jeff Mochal bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m Lessons in Project Management pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t Copyright © 2011 by Tom Mochal and Jeff Mochal nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m All rights reserved No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage or retrieval system, without the prior written permission of the copyright owner and the publisher e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa ISBN-13 (pbk): 978-1-4302-3834-8 ISBN-13 (electronic): 978-1-4302-3835-5 bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m Trademarked names may appear in this book Rather than use a trademark symbol with every occurrence of a trademarked name, we use the names only in an editorial fashion and to the benefit of the trademark owner, with no intention of infringement of the trademark n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw ưe vf Lead Editor: Jeffrey Pepper Editorial Board: Steve Anglin, Mark Beckner, Ewan Buckingham, Gary Cornell, Jonathan Gennick, Jonathan Hassell, Michelle Lowman, James Markham, Matthew Moodie, Jeff Olson, Jeffrey Pepper, Frank Pohlmann, Douglas Pundick, Ben Renow-Clarke, Dominic Shakeshaft, Matt Wade, Tom Welsh Coordinating Editor: Jennifer L Blackwell Copy Editor: Mary Behr Compositor: Mary Sudul Indexer: SPi Global Cover Designer: Anna Ishschenko yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw lh vq Distributed to the book trade worldwide by Springer-Verlag New York, Inc., 233 Spring Street, 6th Floor, New York, NY 10013 Phone 1-800-SPRINGER, fax 201-3484505, e-mail orders-ny@springer-sbm.com, or visit www.springeronline.com 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 l4u q4 f 6x For information on translations, please contact us by e-mail at info@apress.com, or visit www.apress.com 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo p3 a9 Apress and friends of ED books may be purchased in bulk for academic, corporate, or promotional use eBook versions and licenses are also available for most titles For more information, reference our Special Bulk Sales–eBook Licensing web page at www.apress.com/bulk-sales lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip tk n7 t0 xn The information in this book is distributed on an “as is” basis, without warranty Although every precaution has been taken in the preparation of this work, neither the author(s) nor Apress shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the information contained in this work ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd My work on this book is dedicated to my wife Pam and my (now grown) children Lindsay, Sean, and Ashley Without their love, support, and good humor, none of my work would be possible —Tom Mochal ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey For my wife Erika and our two amazing kids Emelia and Samuel Thank you so much for your constant support and unconditional love Special thanks to my brother and co-author, Tom, for allowing me to help tell these great stories and lessons on project management —Jeff Mochal 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q Contents fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m d6 n1 About the Authors vii 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk Introduction viii kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e The Year Begins—On a Slippery Note oiw vf ưe yq hu d1 fd nx ru 56 Understand the Characteristics of a Project Chapter 2: Always Have an Identified and Committed Sponsor 3m Chapter 1: sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 Report Status on All Projects 11 Focus on Deadline Dates 15 Chapter 5: Apply Some Level of Project Management Discipline 19 Chapter 6: Define and Plan the Work First 23 Chapter 7: Don’t “Microbuild” or Micromanage the Workplan 27 Chapter 8: Hire a Diverse Project Team 31 Chapter 9: Define the Many Aspects of What Is In Scope and Out of Scope 35 nt ư9 Chapter 3: Chapter 4: 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r Chapter 10: Use the “Big Three” Documents 41 zo fw 4s zs n lr6 im yr 2ib m o cg l73 22 Chapter 11: Use Scope Change Management 45 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 Chapter 12: Collect Metrics 49 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 Chapter 13: Give Performance Feedback Routinely 53 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip Chapter 14: Ensure Issues Management Is Everyone’s Responsibility 57 tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 rc s7 Chapter 15: Shorten Long Meetings to Sharpen the Focus 63 g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h Chapter 16: Identify the Root Cause of Problems 67 m xf q ip 2c ư6 uv qh bc ig sv ex 4g 1p lx Chapter 17: Use Quality Assurance to Validate Project Status 71 zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m Chapter 18: Cancel Projects That Lose Business Support 77 wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh Chapter 19: Use Risk Management to Discover Potential Problems 81 xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq Chapter 20: Focus Quality Management on Processes, Not People 85 m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 Chapter 21: Don’t Use Your Estimating Contingency for Scope Changes 89 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr Chapter 22: Develop a Communcation Plan for Complex Projects 93 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih 1v qx Chapter 23: Scale Your Processes Based on Project Size 97 tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq v qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m Chapter 24: Plan the Project Even If You Start the Work at the Same Time 101 pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t Chapter 25: Identify the Critical Path and How This Path Drives the End Date 105 nz xf 0j ưq ab av 5h m hg g9 6c fz rg Chapter 26: Change Assumptions to Revise an Estimate 109 lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q Chapter 27: Don’t Forget Face-to-Face Communication on Your Project 115 fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 Chapter 28: Make Quality a Mindset and Ongoing Process 119 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa Chapter 29: Batch Small Scope Change Requests for Sponsor Approval 123 bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm Chapter 30: Manage Your Vendor Projects Proactively 127 st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 Chapter 31: Look for Risks Inherent to Your Project 131 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr Chapter 32: Get Sponsor Approval Before Investigating Large Scope Change Requests 135 ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n l8e vl o oh Chapter 33: Make Sure the Cost of Collecting Metrics Does Not Exceed Their Value 139 oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x e7 l4 Chapter 34: Use Multiple Estimating Techniques 143 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 Chapter 35: Keep Your Schedule Up to Date 149 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 Chapter 36: Use Issue Management to Choose the Best of Bad Alternatives 153 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 Chapter 37: Collect Metrics That Can Lead to Fundamental Improvements 157 dz ưd vo b8 vw ho bk 3n sb ec 37 kf ưư j0 Chapter 38: Evaluate All Risk Response Options in the Risk Plan 161 fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg Chapter 39: Manage Client Expectations 165 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 5m e5 Chapter 40: Use Milestones to Track Overall Progress 169 ak y 9f vjl 6p k8 2c zx jp ey 90 1q t jl5 m qư 0ư r qq y lk8 Chapter 41: Catch Errors as Early as Possible 173 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v Chapter 42: Gain Sponsor Approval for Scope Changes Requiring Budget and Deadline Deviation 177 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 lxh f yp 1q Chapter 43: Be Proactive to Accelerate the Project Schedule 181 hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 Chapter 44: Use the Work Breakdown Structure to Identify All the Work 187 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv Chapter 45: Write Your Status Reports from the Reader’s Perspective 191 du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs Chapter 46: Update Your Risk Plan Throughout the Project 195 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq t8 09 Chapter 47: Don’t Deliver More Than the Client Requested 201 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc Chapter 48: Make One Person Responsible for Each Activity 207 ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r Chapter 49: Focus on Deadlines to Keep Your Project from Wandering 211 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr Chapter 50: Gain Agreement on Project Metrics Ahead of Time 215 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v Year-End Recap 219 k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 221 np ab ib i ws ciw 7x a8 zy c7 Index gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq vi qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 About the Authors 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 Tom Mochal, PgMP, PMP, TSPM is the President of TenStep (www.TenStep.com), a management consulting and training company with over 50 offices around the world Tom is also the author of 10 additional books on a variety of project management, people management, and related topics Tom is an internationally recognized speaker, lecturer, instructor, and consultant to companies and organizations around the world He won the Distinguished Contribution Award from the Project Management Institute for his work spreading knowledge of project management around the world vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe Jeff Mochal is currently Director, Communication and External Relations for ConAgra Foods, a Fortune 500 food company with net sales of $12.7 billion Jeff is responsible for external communication for ConAgra Foods, developing and executing key media relations strategies designed to strengthen the reputation of ConAgra Foods and its brands with key stakeholder groups Jeff has extensive expertise in crisis communication, issues management, change management, employee engagement, and media relations He currently lives outside of Chicago and is pursuing his MBA from the University of Notre Dame jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq vii qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy Introduction vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 This book represents insights and experience gained from 30 years of experience working on projects, managing projects, and managing people who were managing projects Like most project managers, I didn’t learn formal project management before I started managing projects Initially, managing projects just meant determining the work that needed to be done and working with one or more people to get it done After managing projects a few times, I became more comfortable planning out the work and managing it to completion These projects ranged from small and large enhancement projects to multimillion dollar initiatives n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 ưd dz This type of project management experience is typical of the way most people learn to manage projects Most project managers have very little formal project management training and no mentoring at all They do, however, have good organizational skills and a good feel for the work needed to complete the deliverables required for the project If they are really good, they also have decent estimating skills, which will ensure they have enough budget and time to complete the project vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m o cg l73 22 That was my story until the mid-1990s, when I was a director at a large beverage company When I took the position, I inherited a number of projects—one of which was politically sensitive and under pressure to finish within a six-month deadline The approach of the previous project manager seemed reasonable enough; however, it became clear the work involved with the project has been greatly underestimated For a variety of reasons, the project took almost 18 months to go live—not the six months originally estimated 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f The most frustrating part of this project for me was not being able to provide the guidance and coaching needed for the project manager I didn’t have the formal project management knowledge required to rescue it At one point, I even set up daily meetings with the project manager, but it seemed a case of the blind leading the blind fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r My next assignment at the same company was to build a Project Management Office (PMO) and deploy formal project management processes 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq viii qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz throughout the worldwide IT organization I started as the contributor on this project and gradually acquired more responsibility until I became the program manager of the entire initiative This allowed me to make the transition from the typical “seat-of-your-pants” project manager to one who understood the methodology side as well When your job is to build the methodology and coach and train others, you gain an in-depth understanding of project management and how to it well So, that is what I did for three years xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m After three years, I decided to leave the large company and I thought a lot about what I had learned I spent most of my career managing work without formal project management training Now I had formal training and experience using a large scale mega methodology I wanted to apply my background and experience to create a project management process that project managers would understand and accept The result is the TenStep® Project Management Process (TenStep) available at www.tenstep.com n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 ư9 nt When I developed the TenStep Process, I focused on two overriding principles First, the methodology would be scalable, meaning it would be easy to understand and apply for project managers managing small, medium, and large projects This allows project managers to manage small projects with a minimum level of project management structure and not feel guilty It also applies a much higher level of project management structure to large projects without apology 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q y lk8 t jl5 m qư 0ư r qq Second, the 10 steps of the TenStep methodology would be aligned in a way that represents a progression of project management competencies The lower steps represent processes every project manager should practice on every project As the steps get higher, more rigor and sophistication are typically required, especially for larger and more complex efforts 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita When I worked in the large PMO, I also had the pleasure of coaching and training project managers around the world As I was doing this coaching, I realized it was easier for project managers to learn if I included examples within the lessons For instance, it was easier for project managers to learn change management if I could apply the principle to their projects, including specific examples of applying scope change management plus instances of misusing the process If I couldn’t think of examples relevant to specific projects, I would come up with examples from other projects to which they could relate tg 2f ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab i ws ciw ib This book is the culmination of that teaching method The marketplace is full of project management books, columns, best practices, tips, and traps The question is not “Can you find project management techniques?” The 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq ix qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq question is “Will you remember the right techniques at the appropriate time to apply it on your project?” ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 qy ah 36 55 tv pr h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk Let’s face it: very few columns or books are compelling enough to be read over and over again That is the case with project management content Project management books tend to get read once (or maybe just scanned) and never picked up again I felt I could communicate a project management lesson more effectively if I could tell a story, a parable perhaps, that showcases a project management lesson The reader would have the context of how the lesson really applies on a project The lesson would then be easier to understand and, more importantly, to remember kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 This book applies 50 important project management lessons in 50 easy-todigest stories In addition to the main lesson, each story also mixes in other project management concepts and definitions I hope you find the information in this book valuable in your job, and I hope you can apply the lessons to your projects nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 lxh f yp 1q hb 4x x3 o3 uư z5 71 o fk yfp za 6p ưc et ls n8 gư 9n 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 cfd m f jzs 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y pm xe jg 9h m xf q ip 2c ư6 uv qh bc ig sv ex 4g lx 1p zv g1 7a 3m tjb p3 0f yi bs lz 2r 3f fh 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq x —Tom Mochal qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe u 0m m hj