The New One-Page Project Manager -- Contents -- Foreword -- Acknowledgments -- Introduction -- Chapter 1 The Necessity of Simplicity and the Power of Visuals -- The Guiding Principle -- The Power of Visuals -- Critical Path Method and Earned Value Management -- Now to Turn Things 180 Degrees-Beware of Being too Simple -- Chapter 2 OPPM Is All about Communication -- Communication Is Key -- Chapter 3 What Is the One-Page Project Manager? -- Chapter 4 A Traditional Project -- Five Essential Parts of a Project -- Ownership is Remarkably Powerful -- Shingo Prize Project -- Boiler Stack -- ISO 9000 -- Accounts Receivable Project -- Enterprise Resource Planning Project -- The Matrix -- Major Tasks and Risks -- Risks, Qualitatives, Other Metrics -- Report Dates and Schedule -- Costs and Metrics -- Summary & Forecast -- Sub-Objectives -- Constructing the OPPM -- Chapter 5 The 12 Construction Steps for a Traditional OPPM -- Step 1: The Header -- What It Is -- How to Do It -- Step 2: The Owners -- What It Is -- How to Do It -- Step 3: The Matrix -- What It Is -- How to Do It -- Step 4: The Sub-Objectives -- What It Is -- How to Do It -- Step 5: The Major Tasks -- What It Is -- How to Do It -- Continuous Improvement -- Step 6: Aligning Tasks With Sub-Objectives -- What It Is -- How to Do It -- Step 7: The Report Dates -- What It Is -- How to Do It -- Step 8: Aligning Tasks to Report Dates -- What It Is -- How to Do It -- Step 9: Aligning Tasks and Schedule to Owners -- What It Is -- How to Do It -- Step 10: Risks, Qualitatives, and Other Metrics -- What It Is -- How to Do It -- Step 11: Costs and Metrics -- What It Is -- How to Do It -- Step 12: Summary & Forecast -- What It Is -- How to Do It -- The 12 Steps Come Together.

Chapter 6 The Five Reporting Steps for a Traditional OPPM, or OPPM in Action -- Five Steps to Creating a Report Using the Oppm -- Examples of the Oppm in Action -- A Report Early in the Project -- Budget and Costs -- Summary & Forecast -- A Report Midway Through the Project -- Budget and Costs -- A Report Near the End of the Project -- Budget and Costs -- Summary & Forecast -- Chapter 7 An Agile Project: Five Essential Parts of an Agile Project -- Chapter 8 The 12 Construction Steps for an Agile OPPM -- Step 1: The Header -- What It Is -- How to Do It -- Step 2: Development Team -- What It Is -- How to Do It -- Step 3: The Matrix -- What It Is -- How to Do It -- Step 4: Feature Sets -- What It Is -- How to Do It -- Step 5: Releases and Sprints -- What It Is -- How to Do It -- Step 6: Aligning Sprints with Feature Sets -- What It Is -- How to Do It -- Step 7: Sprint Dates and Time Boxes -- What It Is -- How to Do It -- Step 8: The Schedule -- What It Is -- How to Do It -- Step 9: Backlog Burndown -- What It Is -- How to Do It -- Step 10: Risks, Qualitatives,and Other Metrics -- What It Is -- How to Do It -- Step 11: Overall Status -- What It Is -- How to Do It -- Step 12: Summary & Forecast -- What It Is -- How to Do It -- Chapter 9 The Seven Reporting Steps for an Agile OPPM -- Seven Steps to Creating a Report Using the Oppm -- Step 1 -- Step 2 -- Step 3 -- Step 4 -- Step 5 -- Step 6 -- Step 7 -- Chapter 10 Thinking about Projects -- The Visionary Thinker -- The Start-to-Finish Thinker -- The Finish-to-Start Thinker -- Assets of These Thinkers -- Liabilities of These Thinkers -- People are Multidimensional -- What the Project Leader Needs to do -- Chapter 11 The Project Management Office -- Project Dashboard -- Corporate Project Methodology -- Project Training -- Consistent Application -- Project Public Relations -- Project Prioritization.

Project Review and Corrective Action -- Project Archives and Continuous Improvement -- Example -- Chapter 12 Consulting and Marketing with the OPPM -- Phase 1: The Small Consulting Engagement -- Phase 2: The Large Consulting Engagement -- Appendix A-The One-Page OPPM -- Appendix B-OPPM and the PMBOK -- Oppms and Communication Processes -- Index.