Cover Page -- Title Page -- Copyright Page -- Dedication -- Contents -- Introduction: Explanations -- Part 1: General -- PROBLEM 1 What personality type fits best into project management? -- PROBLEM 2 What are the habits of successful project managers? -- PROBLEM 3 I'm an experienced individual contributor but very new to project management. How do I get my new project up and going? -- PROBLEM 4 What are the most important responsibilities of a project manager? -- PROBLEM 5 What is the value of project management certification? What about academic degrees in project management? -- PROBLEM 6 There are many project development methodologies. What should I consider when adopting standards such as the Project Management Institute PMBOK®? -- PROBLEM 7 What are the key considerations when developing or revising a project life cycle? What should I consider when choosing between "waterfall" and "cyclic" (or "agile") life cycles? -- PROBLEM 8 How can I efficiently run mini-projects (less than six months with few dedicated resources)? -- PROBLEM 9 How rigid and formal should I be when running a small project? -- PROBLEM 10 How do I handle very repetitive projects, such as product introductions? -- PROBLEM 11 How should I manage short, complex, dynamic projects? -- PROBLEM 12 How do I balance good project management practices with high pressure to "get it done"? How do I build organizational support for effective project planning and management? -- PROBLEM 13 How does project management differ between hardware and software projects? -- PROBLEM 14 How many projects can a project manager realistically handle simultaneously? -- PROBLEM 15 How do I handle my day-to-day tasks along with managing a project? -- PROBLEM 16 How do I develop and maintain supportive sponsorship throughout a project? -- PROBLEM 17 What can I do when my project loses its sponsor?.

PROBLEM 18 How can I secure and retain adequate funding throughout my project? -- PROBLEM 19 Can the project management function be outsourced? -- PROBLEM 20 How can I ensure good project management practices during organizational process changes? -- PROBLEM 21 What is the best structure for program management for ensuring satisfactory customer results? -- Part 2: Initiation -- PROBLEM 22 How do I effectively manage customer expectations? -- PROBLEM 23 How can I reconcile competing regional/cross-functional agendas? -- PROBLEM 24 How should I effectively deal with contributor hostility or reluctance during start-up? -- PROBLEM 25 When is a project large enough to justify investing in a two-day project launch? -- PROBLEM 26 How do I establish control initially when my project is huge? -- PROBLEM 27 How should I initiate a new project with a new team, or using a new technology? -- PROBLEM 28 How should I evaluate and make "make vs. buy" project decisions? -- PROBLEM 29 How can I quickly engage good contract workers? -- PROBLEM 30 In a large project, when should I seek commitment for overall funding? -- PROBLEM 31 When working with extremely limited resources, how can I get my project completed without doing it all myself? -- PROBLEM 32 How should I initiate a project that has a relatively low priority? -- PROBLEM 33 How should I organize my project management information system (PMIS) to facilitate access and avoid "too much data"? -- Part 3: Teamwork -- PROBLEM 34 How can I organize my team for maximum creativity, flexibility, and success? -- PROBLEM 35 How can I work effectively with other project teams and leaders who have very little project management experience? -- PROBLEM 36 How can I help team members recognize the value of using project management processes? -- PROBLEM 37 How do I keep people focused without hurting morale?.

PROBLEM 38 How can I involve my team in project management activities without increasing overhead? -- PROBLEM 39 How can I manage and build teamwork on a project team that includes geographically remote contributors? -- PROBLEM 40 How do I secure team buy-in on global projects? -- PROBLEM 41 How can I best manage project contributors who are contract staff? -- PROBLEM 42 How do I cope with part-time team members with conflicting assignments? -- PROBLEM 43 How do I handle undependable contributors who impede project progress? -- PROBLEM 44 How should I manage informal communications and "management by wandering around" on a virtual, geographically distributed team? -- PROBLEM 45 When should I delegate down? Delegate up? -- PROBLEM 46 How can I best deal with project teams larger than twenty? -- Part 4: Planning -- PROBLEM 47 What can I do to manage my schedule when my project WBS becomes huge? -- PROBLEM 48 How can I get meaningful commitment from team members that ensures follow-through? -- PROBLEM 49 As a project manager, what should I delegate and what should I do myself? -- PROBLEM 50 Who should estimate activity durations and costs? -- PROBLEM 51 How do I improve the quality and accuracy of my project estimates? -- PROBLEM 52 What metrics will help me estimate project activity durations and costs? -- PROBLEM 53 How can I realistically estimate durations during holidays and other times when productivity decreases? -- PROBLEM 54 How can I develop realistic schedules? -- PROBLEM 55 How can I thoroughly identify and manage external dependencies? -- PROBLEM 56 How do I synchronize my project schedules with several related partners and teams? -- PROBLEM 57 How do I effectively plan and manage a project that involves invention, investigation, or multiple significant decisions?.

PROBLEM 58 How should I manage adoption of new technologies or processes in my projects? -- PROBLEM 59 How should I plan to bring new people up to speed during my projects? -- PROBLEM 60 How can I resolve staff and resource overcommitments? -- PROBLEM 61 How can I minimize the impact of scarce, specialized expertise I need for my project? -- PROBLEM 62 What is the best approach for balancing resources across several projects? -- PROBLEM 63 How can I minimize potential late-project testing failures and deliverable evaluation issues? -- PROBLEM 64 How do I anticipate and minimize project staff turnover? -- Part 5: Execution -- PROBLEM 65 How can I avoid having too many meetings? -- PROBLEM 66 How can I ensure owner follow-through on project tasks and action items? -- PROBLEM 67 How do I keep track of project details without things falling through the cracks? -- PROBLEM 68 How can I avoid having contributors game their status metrics? -- PROBLEM 69 What are the best ways to communicate project status? -- PROBLEM 70 How can I manage my project successfully despite high-priority interruptions? -- PROBLEM 71 What are the best project management communication techniques for remote contributors? -- PROBLEM 72 How do I establish effective global communications? What metrics can I use to track communications? -- PROBLEM 73 On fee-for-service projects, how do I balance customer and organizational priorities? -- PROBLEM 74 How do I survive a late-project work bulge, ensuring both project completion and team cohesion? -- PROBLEM 75 How do I coordinate improvements and changes to processes we are currently using on our project? -- Part 6: Control -- PROBLEM 76 How much project documentation is enough? -- PROBLEM 77 How can I ensure all members on my multi-site team have all the information they need to do their work?.

PROBLEM 78 How can I manage overly constrained projects effectively? -- PROBLEM 79 How do I keep my project from slipping? If it does, how do I recover its schedule? -- PROBLEM 80 What are the best practices for managing schedule changes? -- PROBLEM 81 How can I effectively manage several small projects that don't seem to justify formal project management procedures? -- PROBLEM 82 What are good practices for managing complex, multi-site projects? -- PROBLEM 83 How do I best deal with time zone issues? -- PROBLEM 84 How can I manage changes to the project objective in the middle of my project? -- PROBLEM 85 How should I respond to increased demands from management after the project baseline has been set? -- PROBLEM 86 How can I avoid issues with new stakeholders, especially on global projects? -- PROBLEM 87 What should I do when team members fail to complete tasks, citing "regular work" priorities? -- PROBLEM 88 What is the best way to manage my project through reorganizations, market shifts, or other external changes? -- PROBLEM 89 How should I deal with having too many decision makers? -- PROBLEM 90 How should I manage multi-site decision making? -- PROBLEM 91 What can I do when people claim that they are too busy to provide status updates? -- PROBLEM 92 How can I effectively manage projects where the staff is managed by others? -- PROBLEM 93 How can I minimize unsatisfactory deliverable and timing issues when outsourcing? -- PROBLEM 94 How should I manage reviews for lengthy projects? -- PROBLEM 95 What should I do to establish control when taking over a project where I was not involved in the scoping or planning? -- Part 7: Tools -- PROBLEM 96 What should I consider when adopting technology-based communication tools? -- PROBLEM 97 How should I select and implement software tools for project documentation, scheduling, and planning?.

PROBLEM 98 What should I consider when setting up software tools I will be using to coordinate many interrelated projects?.