MTU Cork Library Catalogue

Syndetics cover image
Image from Syndetics

How to run successful projects III: the silver bullet / Fergus O'Connell.

By: O'Connell, Fergus.
Material type: materialTypeLabelBookPublisher: New York : Addison Wesley, 2001Description: 322 p. : tables ; 23 cm.ISBN: 0201748061.Subject(s): Project managementDDC classification: 658.404
Contents:
Part 1: Analyzing and planning projects -- Step 1: Visualize the goal; set your eyes on the prize -- Step 2: Make a list of the jobs to be done -- Step 3: There must be one leader -- Step 4: Assign people to jobs -- Step 5: Manage expectations, allow a margin for error, have a fallback position -- Part 2: Reviewing and implementing the plan; achieving the goal -- Step 6: Use an appropriate leadership style -- Step 7: Know what's going on -- Step 8: Tell people what's going on -- Step 9: Repeat steps 1-8 until Step 10 -- Step 10: The prize -- Part 3: Running multiple projects simultaneously -- The lazy project manager's monthly routine -- Project manager's weekly routine -- Project manager's daily routine -- Part 4: How to assess project plans -- Assessing project plans -- Part 5: The rest of the wherewithal -- Resolving issues: problem solving and decision making -- Coping with stress -- Picking the right people -- Negotiation -- Meetings -- Presentations -- Shortening projects using accelerated analysis and design -- Afterword: Delegation (or the real joy of management).
Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
General Lending MTU Bishopstown Library Lending 658.404 (Browse shelf(Opens below)) 1 Available 00116619
Total holds: 0

Enhanced descriptions from Syndetics:

The essential elements of project success packaged in an easy to apply and common sense approach which thousands of readers will attest works.

Rev. ed. of: How to run successful project II. 2nd ed. 1996.

Includes bibliographical references (pages 304-306) and index.

Part 1: Analyzing and planning projects -- Step 1: Visualize the goal; set your eyes on the prize -- Step 2: Make a list of the jobs to be done -- Step 3: There must be one leader -- Step 4: Assign people to jobs -- Step 5: Manage expectations, allow a margin for error, have a fallback position -- Part 2: Reviewing and implementing the plan; achieving the goal -- Step 6: Use an appropriate leadership style -- Step 7: Know what's going on -- Step 8: Tell people what's going on -- Step 9: Repeat steps 1-8 until Step 10 -- Step 10: The prize -- Part 3: Running multiple projects simultaneously -- The lazy project manager's monthly routine -- Project manager's weekly routine -- Project manager's daily routine -- Part 4: How to assess project plans -- Assessing project plans -- Part 5: The rest of the wherewithal -- Resolving issues: problem solving and decision making -- Coping with stress -- Picking the right people -- Negotiation -- Meetings -- Presentations -- Shortening projects using accelerated analysis and design -- Afterword: Delegation (or the real joy of management).

CIT Module CIVL 8006 - Core reading

Table of contents provided by Syndetics

  • Preface to the new edition (p. xvii)
  • Preface to the second edition (p. xviii)
  • Preface to the first edition (p. xxi)
  • About the author (p. xxiii)
  • Introduction (p. xxiv)
  • Part 1 Analyzing and Planning Projects (p. 1)
  • The nature of projects (p. 1)
  • Structured project management: the Ten Steps (p. 2)
  • Chapter 1 Step 1: Visualize the Goal; Set Your Eyes on the Prize (p. 7)
  • Introduction (p. 7)
  • Identifying the goal (p. 7)
  • Defining the goal (p. 7)
  • The reason for the goal (p. 8)
  • Motivating the team (p. 9)
  • Changes to the goal and change control (p. 9)
  • Ways of visualizing the goal (p. 11)
  • Visualization checklist (p. 11)
  • The and-they-all-lived-happily-ever-after method (p. 12)
  • Application to software engineering (p. 13)
  • PSI contribution (p. 16)
  • Chapter 2 Step 2: Make a List of the Jobs to Be Done (p. 18)
  • Introduction (p. 18)
  • Making a checklist (p. 19)
  • Identifying the jobs with Form 1 (p. 20)
  • Application to software engineering (p. 20)
  • PSI contribution (p. 27)
  • Chapter 3 Step 3: There Must Be One Leader (p. 37)
  • Introduction (p. 37)
  • Case Study 1 (p. 38)
  • Case Study 2 (p. 38)
  • Case Study 3 (p. 39)
  • Case Study 4 (p. 39)
  • A role model (p. 39)
  • Application to software engineering (p. 40)
  • PSI contribution (p. 42)
  • Chapter 4 Step 4: Assign People to Jobs (p. 43)
  • Introduction (p. 43)
  • Each job has a name (p. 43)
  • People's other commitments (p. 44)
  • Monolithic team or flat structure (p. 47)
  • Hierarchy or team structure (p. 47)
  • Maximize strengths (p. 48)
  • Assigning people to jobs (p. 48)
  • Case Study 5 (p. 50)
  • Assigning people to jobs with Form 2 (p. 51)
  • Application to software engineering (p. 51)
  • PSI contribution (p. 52)
  • Chapter 5 Step 5: Manage Expectations, Allow a Margin for Error, Have a Fallback Position (p. 57)
  • Introduction (p. 57)
  • Contingency: allow a margin for error, have a fallback position (p. 57)
  • Manage expectations (p. 60)
  • A word on committing (p. 62)
  • Case Study 6 Manage expectations (p. 63)
  • Case Study 7 Allow a margin for error (p. 64)
  • Case Study 8 Have a fallback position (p. 64)
  • Case Study 9 (p. 65)
  • Application to software engineering (p. 65)
  • PSI contribution (p. 67)
  • Part 2 Reviewing And Implementing the Plan; Achieving The Goal (p. 69)
  • Introduction (p. 69)
  • Application to software engineering (p. 71)
  • Steps 1-5 Significance of PSI at this point (p. 73)
  • Chapter 6 Step 6: USE An Appropriate Leadership Style (p. 75)
  • Introduction (p. 75)
  • The Lazy Project Manager (p. 78)
  • Application to software engineering (p. 81)
  • PSI contribution (p. 82)
  • Chapter 7 Step 7: Know What's Going on (p. 83)
  • Introduction (p. 83)
  • Using your plan as instrumentation/The Lazy Project Manager's day (p. 83)
  • Positive signs (p. 86)
  • Negative signs (p. 88)
  • Application to software engineering (p. 91)
  • PSI contribution (p. 92)
  • Chapter 8 Step 8: Tell People What's Going On (p. 93)
  • Introduction (p. 93)
  • Status reports (p. 94)
  • The Lazy Project Manager's week (p. 98)
  • A variation on the Lazy Project Manager's week (p. 99)
  • Application to software engineering (p. 100)
  • PSI contribution (p. 100)
  • Chapter 9 Step 9: Repeat Steps 1-8 Until Step 10 (p. 102)
  • Introduction (p. 102)
  • When should we update the plan? (p. 102)
  • Application to software engineering (p. 103)
  • Chapter 10 Step 10: The Prize (p. 110)
  • The Prize (p. 110)
  • The reckoning (p. 110)
  • PSI thresholds (p. 111)
  • The Second Law of Project Management (p. 112)
  • Application to software engineering (p. 112)
  • PSI contribution (p. 112)
  • Part 3 Running Multiple Projects Simultaneously (p. 115)
  • Chapter 11 The Lazy Project Manager's Monthly Routine (p. 117)
  • Introduction (p. 117)
  • Project manager's monthly routine (p. 117)
  • Chapter 12 Project Manager's Weekly Routine (p. 120)
  • Introduction (p. 120)
  • Specific weekly jobs (p. 121)
  • Chapter 13 Project Manager's Daily Routine (p. 122)
  • Introduction (p. 122)
  • Part 4 How to Assess Project Plans (p. 125)
  • Chapter 14 Assessing Project Plans (p. 127)
  • Introduction (p. 127)
  • First level checks (p. 128)
  • Second level checks (p. 138)
  • Third level checks (p. 143)
  • Case Study 10 (p. 145)
  • Case Study 11 (p. 149)
  • Case Study 12 (p. 152)
  • Guidelines for writing project plans (p. 157)
  • Part 5 The Rest of the Wherewithal (p. 159)
  • Chapter 15 Resolving Issues: Problem Solving and Decision Making (p. 161)
  • Introduction (p. 161)
  • Problem-solving method (p. 161)
  • Chapter 16 Coping with Stress (p. 171)
  • Introduction (p. 171)
  • Ways to reduce stress (p. 172)
  • Chapter 17 Picking the Right People (p. 175)
  • Introduction (p. 175)
  • Method of interviewing (p. 175)
  • Interview questions (p. 176)
  • Chapter 18 Negotiation (p. 178)
  • Introduction (p. 178)
  • Principled negotiation (p. 178)
  • Chapter 19 Meetings (p. 181)
  • Introduction (p. 181)
  • The meeting alarm (p. 181)
  • Organizing and running meetings (p. 182)
  • Chapter 20 Presentations (p. 183)
  • Introduction (p. 183)
  • Chapter 21 Shortening Projects Using Accelerated Analysis and Design (p. 185)
  • Introduction (p. 185)
  • What takes the time? (p. 185)
  • How to carry out an AAD (p. 186)
  • Risks in holding an AAD (p. 187)
  • Practical considerations (p. 188)
  • Afterword: Delegation (or the Real Joy of Management) (p. 191)
  • Appendices (p. 193)
  • Appendix 1 ISO 9000 Estimating Procedure (p. 195)
  • Introduction (p. 195)
  • 1. Work breakdown structure, effort, task dependencies (p. 195)
  • 2. Availability of resources (p. 197)
  • 3. The project model (p. 198)
  • 4. Build in contingency (p. 198)
  • 5. Identify options (p. 200)
  • 6. The preferred option (p. 200)
  • 7. Sample WBS (p. 201)
  • Appendix 2 Structured Project Management (the Ten Steps) and Methodologies (p. 208)
  • Introduction (p. 208)
  • Appendix 3 Probability of Success Indicator (p. 210)
  • Introduction (p. 210)
  • Calculating a project's PSI (p. 210)
  • How to calculate the PSI (p. 210)
  • Appendix 4 Basic Precepts and Glossary of Terms (p. 223)
  • Introduction (p. 223)
  • The Four Big Ones (p. 223)
  • Abbreviations and rules of thumb (p. 224)
  • Critical path (p. 226)
  • Glossary of general project management terms (p. 228)
  • Appendix 5 Additional Forms (p. 231)
  • The estimating score card (p. 232)
  • The change request form (p. 233)
  • Change request log (p. 234)
  • Appendix 6 Learning Microsoft Project 2000 (p. 235)
  • Introduction (p. 235)
  • Module 1 Basics of project management (p. 235)
  • Module 2 Getting started with MS Project (p. 236)
  • Module 3 Menus of MS Project 2000 (p. 238)
  • Module 4 Setting defaults for your project (p. 241)
  • Module 5 Creating tasks (p. 243)
  • Module 6 Entering task durations (p. 247)
  • Module 7 Using Help (p. 251)
  • Module 8 Using views (p. 255)
  • Module 9 Setting task dependencies (p. 259)
  • Module 10 Using organization and project calendars (p. 266)
  • Module 11 Outlining tasks (p. 269)
  • Module 12 Printing views (p. 273)
  • Module 13 Assigning resources (p. 278)
  • Module 14 Optimizing the schedule (p. 286)
  • Module 15 Resource leveling (p. 288)
  • Module 16 Using the baseline (p. 294)
  • Module 17 Updating to reflect actual progress (p. 295)
  • Module 18 Multiple projects (p. 299)
  • Module 19 Using reports (p. 302)
  • References and further reading (p. 304)
  • Index (p. 307)

Author notes provided by Syndetics

Fergus O’Connell graduated with a First in Mathematical Physics from University College Cork.

Since founding ETP (Eyes on the Prize), his own project management company, in 1992, he has taught thousands of managers in his unique seminars and worked with major corporations around the world. With 24 years in the computer industry, 21 spent in project management roles, this best-selling author wrote the highly-regarded book How to Run Successful High-Tech Project-Based Organizations (Artech House, 1999).

050

Powered by Koha