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Project Management Books
Stanley E. Portny
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Published:
October 13, 2020

Project Management All-in-One For Dummies

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Overview

Your ultimate go-to project management bible

Perform Be Agile! Time-crunch! Right now, the business world has never moved so fast and project managers have never been so much in demand—the Project Management Institute has estimated that industries will need at least 87 million employees with the full spectrum of PM skills by 2027. To help you meet those needs and expectations in time, Project Management All-in-One For Dummies provides with all the hands-on information and advice you need to take your organizational, planning, and execution skills to new heights.

Packed with on-point PM wisdom, these  7 mini-books—including the bestselling Project Management and Agile Project Management For Dummies—help you  and your team  hit maximum productivity by razor-honing your skills in sizing, organizing, and scheduling projects for ultimate effectiveness. You’ll also find everything you need to overdeliver in a good way when choosing the right tech and software, assessing risk, and dodging the pitfalls that can snarl up even the best-laid plans.

  • Apply formats and formulas and checklists
  • Manage Continuous Process Improvement
  • Resolve conflict in teams and hierarchies
  • Rescue distressed projects

 

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About The Author

Stanley E. Portny, PMP

Mark C. Layton, MBA2, CST, PMP, SAFe SPC

Steven J. Ostermiller, CSP, PMP

Nick Graham

Cynthia Snyder Dionisio

David Morrow, CSP, ICP-ACC

Doug Rose, CSP-SM, PMI-ACP, PMP, SAFe SPC

Sample Chapters

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project management all-in-one for dummies

CHEAT SHEET

Successful organizations create projects that produce desired results in established time frames with assigned resources. As a result, businesses are increasingly driven to find project managers who can excel in this type of work environment. To get started in project management, you should understand the phases of a project’s life cycle, processes involved in project management, and the basic tasks you’re expected to perform.
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Articles from
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Product development teams and project managers need to evaluate whether teams are following agile principles and whether their actions and behaviors are consistent with agile values. The Agile Manifesto was generated from experience, not from theory.As you review the values described in the following discussion, consider what they would mean if you put them into practice.
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Agile planning happens at a number of points. A great way to look at planning activities is with the Roadmap to Value. The figure shows the roadmap as a whole. Stages of agile planning and execution with the Roadmap to Value. The Roadmap to Value has seven stages: In stage 1, the product owner identifies the product vision.
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To help you develop a more realistic estimate of how long your project will take, you need an organized approach that clarifies how you plan to perform your project’s activities, what schedules are possible, and how you’ll meet deadlines that initially appear unrealistic. To determine the amount of time you, as the project manager, need for any project, you have to determine the following two pieces of information: Sequence: The order in which you perform the activities Duration: How long each individual activity takes For example, suppose you have a project consisting of 10 activities, each of which takes one week to complete.
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Use the following two rules as you draw and interpret your network diagram. After you understand these rules, analyzing the diagram is a snap: Rule 1: After you finish an activity or reach a milestone, you can proceed to the next activity or milestone, as indicated by the arrow(s). Rule 2: Before you can start an activity or reach a milestone, you must first complete all activities and reach all milestones with arrows pointing to the activity you want to start or the milestone you want to reach.
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Enterprise agility is agile for big products — typically one that requires many different teams throughout the organization that coordinate with many different departments and stakeholders. The best way to implement enterprise agility in your organization is to take the following three steps: Review the top enterprise agile frameworks.
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To draw your project’s network diagram, you first have to decide the order of your project’s activities. This article provides different reasons you may need to perform activities in a particular order. Factors that affect predecessors A predecessor to an activity (Activity A, for example) is an activity or milestone that determines when work on Activity A can begin.
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A project stakeholder is any person or group that supports, is affected by, or is interested in your project. Your project’s stakeholders can be inside or outside your organization, and knowing who they are helps you Plan whether, when, and how to involve them. Determine whether the scope of the project is bigger or smaller than you originally anticipated.
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Successful organizations create projects that produce desired results in established time frames with assigned resources. As a result, businesses are increasingly driven to find project managers who can excel in this type of work environment. To get started in project management, you should understand the phases of a project’s life cycle, processes involved in project management, and the basic tasks you’re expected to perform.
Read More
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Project management is the process of guiding a project from its beginning through its performance to its closure. Project management includes five sets of processes: Initiating processes: Clarifying the business need, defining high-level expectations and resource budgets, and beginning to identify audiences that may play a role in your project Planning processes: Detailing the project scope, time frames, resources, and risks, as well as intended approaches to project communications, quality, and management of external purchases of goods and services Executing processes: Establishing and managing the project team, communicating with and managing project audiences, and implementing the project plans Monitoring and controlling processes: Tracking performance and taking actions necessary to help ensure project plans are successfully implemented and the desired results are achieved Closing processes: Ending all project activity As illustrated, these five process groups help support the project through the four phases of its life cycle.
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No matter what your job is, you handle a myriad of assignments every day. For example, you may prepare a memo, hold a meeting, design a sales campaign, or move to new offices. Or you may make the information systems more user-friendly, develop a research compound in the laboratory, or improve the organization’s public image.
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