Contents -- List of Tables and Figures -- Acknowledgments -- Introduction -- Chapter 1 - Understanding Yourself -- DISC Profile -- Fostering Communication -- Responding to Types -- Working Through Weakness -- Chapter 2 - Communicating on All Levels -- Determining Sponsor Styles -- Delivering Information -- Crafting the Message -- Team DISC Profiles -- Adjusting the Message -- Proper Communications Management -- Communications Documents -- Chapter 3 - Be Trustworthy -- Coping with Questions -- Qualifying the Question -- Don't Lie! -- Dealing with Fear -- Admitting You Are Wrong -- How to Fix Things If You Haven't Told the Truth -- Sometimes It Can't Be Fixed -- Chapter 4 - Turning Around Failing Projects -- How to Spot a Project That Is on Its Way Down -- Someone Isn't Being Heard -- Watch the Ego -- When It's Wrong, It's Wrong -- Stopping a Project Before It Starts -- "It Is What It Is" -- How to Assess the Current Situation and Create an Action Plan That Works -- Chapter 5 - Defining the Word Done -- Definition of Done in Project Management -- Team Building with the Word Done -- How Done Can Set Proper Expectations -- Lack of Historical Information -- Creating Lessons Learned -- Chapter 6 - Application of the Iron Triangle (Triple Constraint) -- What Is the Iron Triangle? -- Why the Triangle Works -- How to Implement the Triangle -- Use the Triangle for Discovery and Scoping -- Why the Triangle Shouldn't Be Used for Project Success -- Chapter 7 - PERT Methodology in Project Planning -- What Is PERT? -- PERT for Time Estimation -- How to Factor Risk into the Equation -- Create a Work Breakdown Structure for PERT -- Examples of PERT in Action -- Chapter 8 - Customer Focus Starts with Great Requirements -- Characteristics of Good Requirements -- Functional Requirements Versus Technical Requirements -- Who Is the Real Customer?.

Work Breakdown Structure Dictionary -- Chapter 9 - Do Not Sacrifice Your Team at Any Cost! -- The Importance of the Team Relationship -- How to Build an Effective Team Relationship -- Internal Team Satisfaction -- Team Building and Conflict Resolution -- 100 Percent/10 Percent Rule -- How a Team Can Become Overburdened -- Interacting with Requestors to Avoid Overburdening -- Dealing with Mandated Dates -- Chapter 10 - Myths About Status Meetings -- Understanding the Purpose of Meetings -- Should There Be a Meeting? -- Are Your Meetings Effective? -- Setting Up a Successful Meeting -- Important Rules for Meetings -- How to Get a Meeting Back on Track -- A Big Meeting Faux Pas and Myth -- The Team Morale Killer -- How to Close a Meeting Successfully -- Chapter 11 - Patriots and Scuds -- Dealing with Patriots and Scuds -- Understand Your Own Missiles -- Understanding Missiles -- Using Patriots -- Using Scuds -- Missiles in Public -- Missiles in Corporate Culture -- Always Have an Escape Strategy -- Chapter 12 - A Real Risk Assessment -- Why Risk Is Important -- The Risk Process -- Why People Are Opposed to Risk Management -- Dynamic Risk Assessment -- The Beginning of the Transformation -- The Evolution of the Risk Assessment -- The Final Product -- Involving the Team -- Chapter 13 - How to Put Risk in a Project Plan -- Thirteenth Floor Principle -- Parkinson's Law -- Murphy's Law -- Putting Risk in a Project Plan -- Presenting Risk to the Sponsor -- Presenting Risk to the Team -- Using Risk -- Chapter 14 - Data Rules All! -- Collecting Data -- Mining Data from Lessons Learned -- Making Emotional Conversations Unemotional -- "Drop Everything" Does Not Mean Drop Everything! -- Using Data in Conflict Situations -- Countering Data That Is Harmful to the Project -- Chapter 15 - Project Manager: The Strategic Resource -- Needing the Data.

Strategic Positioning of Project Management -- What CIOs Need to Know -- What PMs Need to Provide -- Software Assistance with Governance -- The Proactive Approach -- Chapter 16 - Making Positive Change to Your Corporate Culture -- How Corporate Culture Affects Project Management -- Understanding and Analyzing Corporate Culture -- What to Do When You Can't Change or Affect Corporate Culture -- How to Obtain Executive Sponsorship -- What to Do When Executive Sponsorship Is Not as You Hoped -- How to Get Your Sponsor Motivated and Interested in Your Project -- Chapter 17-Conclusion -- Glossary -- A -- B -- C -- D -- F -- G -- H -- I -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- W -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- W -- Y -- About the Authors.